all01

CHAPTER – I

GREIVANCE

Dissatisfaction is any state or feeling of discontent. Dissatisfaction orally made known by one

employee to another is a complaint. A complaint becomes a grievance when brought to the notice of the

management.

According to Fillip, “The term would include any discontent and dissatisfaction that affects

organizational performance. It can either stated or unvoiced, written or oral, legitimate or ridiculous.

1. A complaint is a discontent that has not assumed importance.

2. A complaint becomes grievance when the employee feels that injustice has been

committed.

GRIEVANCE HANDING

Grievance is any discontent or dissatisfaction that affects organizational performance. As such it

can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees’

goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead

to unfavorable attitude towards the management and unhealthy relations in the organization.

The formal mechanism for dealing with such worker’s dissatisfaction is called grievance

procedure. All companies whether unionized or not should have established and known grievance

methods of processing grievances. The primary value of grievance procedure is that it can assist in

minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and

productivity. A grievance procedure is necessary in large organization which has numerous personnel and

1

many levels with the result that the manager is unable to keep a check on each individual, or be involved

in every aspect of working of the small organization.

According to Miller, Allen and Keavney and Klass note the important role that expectancy theory

could play in differentiating grievants and non grievant. Although not a complete test of expectancy

theory, Lewin and Boroff did include the employees perceived effectiveness of the grievance procedure

as an explanatory variable. Surprisingly, this was not significantly related to grievance filing. Further

research focusing on expectancy theory and grievance filing that more fully develops testable hypotheses

derived from expectancy theory seems appropriate.

According to Bemmels, Reshef and Stratton-Devine included the shop stewards assessment of

how frequently employees approach them with complaints. Although most grievances are formally filed

by employees, the initiation of a grievance can come from employees or stewards. Complaining to the

shop stewards is the employees’ role in the grievance initiation process. Both of these studies found the

work group with employees who complained to the stewards more frequently had grievance rates.

Employees’ complaining to their stewards is a precursor to grievance filing. The measure of

consideration and structure were significantly related to frequency of employee complaints in Bemmels

and the steward’s assessment of the supervisors’ knowledge of the collective agreement was negatively

related to complaints.

According to Lewin and Peterson found a positive relationship with grievance procedure

structure and grievance rates. They also found higher grievance rates under procedures that include

provisions for expedited grievance handling. It was found that provisions allowing oral presentation of

grievances was related to lower rates of written grievances, and screening of potential grievances was

related to lower rates of written grievance, and screening of potential grievances by a committee or other

2

union officials was associated with lower grievance rates. The number of steps in the grievance procedure

and the length of time allowed for filing a grievance were not related to grievance rates.

According to Lewin and Peterson argued that evaluations of grievance procedure effectiveness

should include subjective evaluations by the participants as well as objective measures reflecting the

operation of the grievance procedure. They argued that subjective evaluations are the preferred method

for evaluating grievance procedure effectiveness. Effectiveness was difficult to interpret from measures

reflecting the operation of grievance procedures such as grievance rates, settlement levels and arbitration

rates since it was not clear what the optimal magnitudes might be for these measures. Furthermore the

purpose of grievance procedure is to resolve disputes about the interpretation and application of collective

agreements. Grievance procedures exist for the benefit of the employees, employers and unions. If the

parties were satisfied with the operation of the grievance procedure, it seems to more important than

attaining some predetermined optimal magnitude of grievance filing or when, where, and how grievances

are being resolved.

What is grievance procedure?

Depending on the organization the grievance procedure will differ. This is usually a process

undertaken by organist somebody .It usually undertaken as a result of action or gesture that has offended

a person or persons. It is usually a serious procedure and in some organization can result in termination of

contract; however this is entirely down to the severity of the offence committed. For more information of

your organizations grievance procedures please contact your Human Resources representative or your

local union representative.

3

The grievance procedure is the method by which a grievance is filed and carried through different

steps to an ultimate decision. The following are the features of a grievance procedure:

a. It should be demonstrably fair: The attitude of Supervisors is important here. All

Supervisors should accept the employee’s right of appeal as long as no bypassing is involved. In a

unionized concern, Supervisors should also accept the employees right to be represented, if they so desire,

by a union official.

b. The provisions should be clear cut: No grievance procedure can be expected to work

satisfactorily unless there are definite provision, consistently adhered to, determining what is to be done,

when any by them. For example, every employee should know i) to whom complains are to be addressed,

ii) in what form (oral or written), iii) what restrictions and, iv) how long a complainant should expect to

wait before finding out what action has been taken or planned in connection with his complains.

c. It should be simple: The grievance procedure should be sufficiently simple so that it can

easily and quickly be explained to each new employee before s/he begins working for the organization

and so that it can be readily understood even by a person who has had relatively little formal education.

d. It should function promptly: Prompt action is not only desirable from the complainant’s

point of view; it is also in management’s interest. Under delay can be costly in the growth and spread of

employee dissatisfaction. While an employee is waiting to see that, if anything, management will do

about his complaint; his dissatisfaction is apt to loom large in his mind.

Handling Grievances: Concept and Procedure

A grievance is any dissatisfaction or feeling, of injustice having connection with one’s

employment situation which is brought to the attention of management. Speaking broadly, a grievance is

4

any dissatisfaction that adversely affects organizational relations and productivity. Though it is presumed

that a grievance has an adverse affect upon performance, some types of dissatisfaction may be sources of

good.

In the opinion of Indian National Commission of Labor, complaints affecting one or more

individual workers in respect to wage payment, overtime allowances, leave, transfer, promotion,

seniority, work assignments and discharge constitute grievances. The definition does not separate the

subject matter from the undesirable attitude of the aggrieved. The definition must be accepted to mean

anything activity, policy, executive or practice in the organization as a source of a grievance. The

reference of expressed grievance does not imply the exclusion of an unexpressed grievance. The

definition does not imply any judgment about injustice, unfairness, rationality or emotionality of the

grievance. It implies respect for the opinion of the aggrieved.

A grievance can be any discontent or dissatisfaction whether expressed or not and whether valid

or not, arising out of anything connected with the organization that an employee thinks, believes or even

“feels” is unfair, unjust or inequitable. In short, grievance is a state of dissatisfaction, expressed or

unexpressed, written or unwritten, justified or unjustified having

The usual steps in grievance procedure are

1. Conference among the aggrieved employee, the supervisor, and the union steward.

2. Conference between middle management and middle union leadership.

3. Conference between top management and top union leadership.

4. Arbitration.

5

There may be variations in the procedures followed for resolving employee grievances. Variations may

result from such factors as organizational or decision-making structures or size of the plant or company.

Large organizations do tend to have formal grievance procedures involving succession of steps.

Grievance procedure Handling Process

Purpose

o This documents deals with all the processes to be followed in order to deal with any kind of

grievances faced by any Employee.

o This is very important from the organizational point of view as grievance leads to stress and may

lower the productivity of the candidate as well as hamper the work of the organization.

Entry Criteria

o Grievance Form

Exit Criteria

o All grievances should be taken care within two days.

6

Purpose

Entry Criteria Exit CriteriaExit Criteria

Exit Criteria

& Output

Output

o Grievance Form

o Decision documents

o Training area.

Arbitration

Arbitration is a procedure in which a neutral third party studies the bargaining situation, listens to

both the parties and gathers information, and then makes recommendations that are binding on the parties.

Arbitration has achieved a certain degree of success in resolving disputes between the labour and the

management. The labour union generally takes initiative to go for arbitration. When the union so decides,

it notifies the management. At this point, the union and company must select an arbitrator.

Articles related to grievance

Measures of supervisory behaviors and supervisor’s knowledge of the collective agreement

should, intuitively, be related to the occurrence of givable events, but there has been no theory advanced

to explain givable events. Kliener , Nigkelsburg and Pilarski implicitly assumed that supervisor

monitoring of employees will increase the number of grievable events, but a theoretical basis or rationale

for this assumed relationship is not discussed.

Grievant were less satisfied with their jobs, had poorer attitudes toward their line supervisors, had greater

feelings of pay inequity, had stronger beliefs that workers should participate in decision-making, were

less satisfied with their unions, and more active in their unions. The lower satisfaction with the union

among grievant may be due to dissatisfaction with the processing of grievances. Grievant were younger

and had less education than non grievant.

7

Grievance could be classified into 4 basic types

Grievance procedures are related to other attitudinal measures and the behaviors of shop stewards

in the grievance procedure. Grievance procedure effectiveness was related to union members’ overall

satisfaction with the union. Grievance procedures have been found to relate to union commitment,

employer commitment and dual commitment. Employer commitment has found to be negatively related

to absenteeism and turnover and union commitment has found to have a positive relationship with union

participation and with shop steward behavior in the grievance procedure. Many studies still report

empirical analysis with no theoretical grounding, or only intuitive and ad hoc hypotheses.

Four basic types: Discrimination charges, rules violation, general or unclassified complaints and

discipline.

Discrimination was spelled out as based upon race, sex, religion, color, national origin, age, veteran

status, or handicapped.

Grievance corresponding rules violation was an employees’ interpretation of application of

policies and procedures governing personnel policies, department work rules, unsafe or unhealthy

working conditions, or other policies or procedures of a working nature.

Disciplinary actions are the category least classified as a grievance. Legalistic approach was used

to handle such cases. With the possibility of adverse legal action arising from unjust discipline, separate

systems are often established in discipline cases to ensure the employees’ complete due process rights.

8

Guidelines processing

When processing grievances, there are several important guidelines to consider:

Check the grievant title and employment status to determine if he / she are included in a union

eligible classification.

Note the supervisor’s respondent obligation under the grievance procedure.

Review the requested solution to the grievance. Determine if the relief sought is beyond a

supervisor’s authority to grant.

Review all policies or other information related to the grievance.

Conduct a thorough investigation of the allegations.

Prepare a written response including the reason for the decision and provide a copy to the

grievant.

Grievance materials should be maintained in a separate file from either personnel files or records.

9

Procedure Description

Table-1

10

S.No Process Step Responsibility Periodicity/Time Lines Work Products

1 Grievance Reporting Employee/Superior Need based Grievance Form

2 Decision COO/HR/Employee Within two business days Decision

Document/Training

Area identification

Table-2

Sl.No Document Form Responsibility Name of the person who will be

responsible for updating

Expected Service time

1 Grievance Form Hard Copy Concerned Employee/Superior

HR Need based

2 Decision Document

Hard Copy CEO/COO/HR

HR

Within two business days

Important Note Description

All timelines missed both from the employee’s and any departments would be reported to the

defaulter’s superior through the Monthly/Quarterly Status Reports. All affected groups must adhere to the

timelines as defined in the process to ensure compliance.

Benefits of having Grievance procedure:

The grievance procedure provides a means for identifying practices, procedures, and

administrative policies that are causing employee complaints so that changes can be considered.

11

They reduce costly employment suits.

A grievance procedure allows managers to establish a uniform labour policy.

A grievance system can be a reliable mechanism to learn of, and resolve employee dissatisfaction.

It can produce early settlements to disputes or provide for correction of contested employment

issues.

Grievances and Grievances Handling

1. Grievances or conflicting thoughts are part of industrial life.

2. It is essential to bring this conflict to the surface.

3. All conflicts cannot be eliminated but their exposure will contribute towards their reduction.

4. Such exposures lead to adjustments and further improved organizational effectiveness.

Method of Bringing Conflict to Surface

1. Grievance procedure

2. Direct observation

3. Suggestion boxes

4. Personal counselor

5. Exit interviews

6. Miscellaneous channels

Characteristics of Grievances

(i) It may be unvoiced or expressly stated.

(ii) It may be written or oral.

(iii) It may be valid, legitimate or untrue or false.

(iv) It may relate to the organizational work.

12

(v) An employee may feel an injustice has been done.

(vi) It may affect the performance or work.

Grievances generally give rise to unhappiness, frustration, indifference, discontent, poor morale,

and poor efficiency THAT IS CHANGE IN ATTITUDE, PERCEPTION AND BEHAVIOR.

Types of Grievances

Visible grievances

An employee may feel that there has been an infringement of his rights.

Grievances exist in the minds of individuals.

Hidden grievances

Grievances may be concerning employment, working conditions, change of service

conditions, biased approach, non-application of principle of natural justice, workloads and work

norms.

Basic Element of Grievance Procedure

Existence of sound channel.

The procedure should be simple, definite and prompt.

It should be clearly defined.

Helpful attitude of management.

Fact-oriented system.

Respect for decisions.

Adequate publicity.

Periodic Review.

13

Steps in Handling Grievances

1. Receive and define the nature of dissatisfaction.

(a) Manner and attitude when complaint is received

(b) Assessment must be made that the complaint is presented fairly.

(c) Statement and issues must not be pre-judged.

(d) Proper time and attention is given.

2. Get the facts

(a) Facts be separated from impressions and opinions.

(b) Consult the policies.

(c) Consult the records.

3. Analyze and decide.

1. Apply the answer.

2. Follow-up

Need for Grievance Procedure

Identification and analysis of grievances, nature nod causes.

Helps at formulating and implementing the policies and programmes.

It is problem solving, dispute-settling mechanism.

Strengthen good industrial relationship.

It detects the flaws in working conditions and helps to take corrective measures.

Build good morale, maintains code of discipline.

Brings uniformity in handling grievances.

14

It develops faith of employees.

Reduces personality conflicts.

It acts as a pressure valve.

Provides judicial protection to the employees.

Provides avenues to present the problems

Principles of Handling Grievances

A principle is a basic rule which, if followed is likely to lead to desirable results. It is not an

absolutely certain road to success because laws of human behavior are nonexistent. However, principles

do work most of the time and that is why it is so helpful to discover principles and then rely upon them. In

the field of handling grievances, a number of principles have been discovered by trial and error and these

are as follows:

Principles of interviewing: In handling grievances, a considerable amount of time must be spent

talking to employees, gathering information from them. Such talks are to be more effective, should follow

definite patterns and adhere to some well-tested rules.

Place the employees at ease: To begin with every effort should be exerted to make the employee

who has a grievance, feel at keep the employee sense. As good a way as any to attain a relaxed is to

encourage and allow the employee to talk completely and fully about these troubles.

Encourage talk: Another principle of good interviewing is to allow the worker to tell his story

and retell it. In this way, the employee will not only get out the whole complaint but will tend to call off

in doing so.

15

Select a favorable location: In addition, discussion or interviews should be held wherever

possible under the best conditions. By this is meant a quiet and secluded spot where the conversation

cannot be overhead. If possible, it should also be out of right.

Hear the case fully: The interviewer should seek to keep his views and opinions entirely to

himself until the story has been told and the time has come for some expression. He will, therefore, have

to keep quiet. Even though he discovers or decides upon his solution or answer immediately, he remains

silent until the employee is fully heard.

Reach a definite closure: When the interview is coming to its conclusion, the supervisor must be

prepared to state his positions clearly, accurately and without any attitude of ill feeling or disregard for

the employee. In stating his/her position, s/he needs not to be prepared to give a final and definite answer.

If such an answer is possible, that is well and good. If a final answer is not available, the aggrieved

employee should be told specifically what other steps must be, and are going to be taken and why.

Moreover, a definite time for another meeting should be set; it possible, in this way, the employees will

more likely feel that the management is fairly and courageously seeking a solution.

Role of Supervisor in Grievance Handling

Ordinarily, the supervisor should be accorded the first opportunity to handle grievances.

Employees should be required to present their grievances to their Supervisors. Unless this rule is

stabilized and enforced, supervisors will soon lose face with employees and become unimportant cogs in

the organization.

On paper supervisory role is the first step in the grievance procedure. In practice, the HR

department answers all grievances. This could be done in number of ways. In one way the supervisor

16

might actually give to the worker, but it would be an answer that obtains as a result of prior discussions or

consultations with the HR Department.

The greatest opportunity of the settlement of a grievance lies in the initial step of the procedure.

The higher the discontent rises, though the organization, the more difficulty it is to resolve. As a result,

the supervisor should always be given the authority to settle grievances. They are in the best position to

make a full investigation of the facts of the problems. They can collect written data and examine records

as well as interview employees to compel a full account of the acts and history surrounding a case.

Grievances tend to be settled most expeditiously and to the satisfaction of all parties concerned in those

Organizations where the front line Supervisors play an important role

17

Grievance Redressed System

Enables the parties to resolve differences in peaceful, orderly and expeditious manner. Enables the

parties to investigate and discuss the problem.

Open-door policy

Step ladder type

Grievance handling committee

Do’s in Handing Grievances

Investigate and handle each case carefully

Talk to the employee.

Enforce the time limit.

Visit the work area or place of grievance.

Determine witnesses.

Examine records.

Examine witnesses.

Evaluate grievance.

Permit full hearing.

Identify the relief an employee is expecting.

Command the respect of all.

All discussions privately

Keep superiors informed.

Ensure proper productivity.

Stick to labor agreements.

Connection with employment situation.

18

Things to Remember in Grievance Handling

Few aspects are essential to remember during a grievance handling procedure.

Receive the Grievance well: Pay full attention to the aggrieved, do not interrupt him/her, ask

questions, tell him/her to repeat his problem, repeat the essentials in your own words, and assure him/her

of prompt action.

Get the facts: Check every angle, check existing rules/procedures, check organization practices,

and examine employee records.

Take Action: Make correction if organization is wrong, maintain your decision, if right explain

your position, and pass all facts to next step or level

Follow-up: Make sure that action was carried out, correct potential grievances, and maintain an

atmosphere promoting the highest morale.

Guidelines for Grievance Handling

With a view to make a grievance handling procedure successful following guidelines are

suggested: put the employee at ease, listen with sincere interest, discuss - do not argue, get the story

straight, get all the facts, consider the employee’s viewpoint, be willing to admit mistakes, don’t pass the

buck, give the benefit of doubt, use authority judiciously, avoid snap judgment, time your decision, how

to say ‘no’, save the face of complainer, take prompt action, and don’t let it happen twice.

19

A grievance is any dissatisfaction or feeling, of injustice having connection with one’s

employment situation which is brought to the attention of management. Speaking broadly, a grievance is

any dissatisfaction that adversely affects organizational relations and productivity. Though it is presumed

that a grievance has an adverse affect upon performance, some types of dissatisfaction may be sources of

good.

In the opinion of Indian National Commission of Labor, complaints affecting one or more

individual workers in respect to wage payment, overtime allowances, leave, transfer, promotion,

seniority, work assignments and discharge constitute grievances. The definition does not separate the

subject matter from the undesirable attitude of the aggrieved. The definition must be accepted to mean

anything activity, policy, executive or practice in the organization as a source of a grievance. The

reference of expressed grievance does not imply the exclusion of an unexpressed grievance. The

definition does not imply any judgment about injustice, unfairness, rationality or emotionality of the

grievance. It implies respect for the opinion of the aggrieved.

A grievance can be any discontent or dissatisfaction whether expressed or not and whether valid

or not, arising out of anything connected with the organization that an employee thinks, believes or even

“feels” is unfair, unjust or inequitable. In short, grievance is a state of dissatisfaction, expressed or

unexpressed, written or unwritten, justified or unjustified having connection with employment situation.

Benefits of Grievance Procedure

All employee complaints and dissatisfactions are in actual practice not settled satisfactorily being

the first level supervisors. There may be many reasons for this - the supervisors may lack the necessary

human relations skill to deal effectively with his people. He may lack the authority to take the action. In

such a situation, the employee must be able to appeal his case to some higher official.

20

The social organization of a factory is very much like a complicated machine in the shop. Both

need constant attention and frequent adjustment. Grievances, which are expressed, are symptoms, which

should be carefully studies by management to determine the real causes of ‘human machine’ breakdown.

They signal to management that part of its human relations is not functioning properly and needs

adjustment.

Another benefit of grievance system is that they help to catch and solve problems before they

become serious. If problems are allowed to accumulate unsolved, their quantity may get so great that they

have enough pressure to blow the lid off the whole shop.

A grievance handling system serves as an outlet for employee frustrations, discontents and gripes

like a pressure release value on a steam boiler. Employees do not have to keep their frustrations bottled up

until eventually discontent causes explosion.

The existence of an effective grievance procedure reduces like hood of arbitrary action by

Supervisors because the Supervisors know that the employees are able to protect such behavior and make

protests heard by higher management. The very fact that employees have a right to be heard and are

actually heard helps to improve morale. In view of all these, every organization should have a clear cut

procedure for grievance handling.

Guidelines for Grievance Handling

With a view to make a grievance handling procedure successful following guidelines are

suggested: put the employee at ease, listen with sincere interest, discuss - do not argue, get the story

straight, get all the facts, consider the employee’s viewpoint, be willing to admit mistakes, don’t pass the

buck, give the benefit of doubt, use authority judiciously, avoid snap judgment, time your decision, how

to say ‘no’, save the face of complainer, take prompt action, and don’t let it happen twice.

21

CHAPTER – II

PROFILE OF THE ORGANISATION

INTRODUCTION

The Murugappa group is today an industry leader in many fields and enjoys a high

degree of credibility in he market place. Started 100 years ago as a small family run

business in indigenous financing, the group is currently INR52,000 million (USD 1

BILLION) corporate with diversified interests in abrasives, engineering, farm inputs,

plantations, sugar, bio – products, chemicals, nutraceuticals.

The group is also the first and only business group in Asia to have been awarded

the IMD DISTINGUSHED FAMILY BUSINESS AWARD by the internationally

famous management development institute located in Lausanne, Switzerland. With a

current turnover of 1billion dollars, their presence in spread across 12 states in India in

the form of 42 manufacturing units out of which 21 are recipients of the ISO 9000

certification.

Right through its one hundred years of evolution, the group has maintained

transparency in its activities and enjoys and EXCELLENCY REPUTATION for high

ethical standards in whatever business it is in. with nearly half its turnover from agro –

based products, the group is also known to be very environment conscious and eco

friendly.

The Murugappa group with a turnover of 5,000 cores is spread across 12 states in

India with 42 manufacturing units. With a workforce of over 22,500 employee it has

interests in diverse business groups and twenty one of its units are recipients of ISO 9000

Certification.

22

The Murugappa group is well – known corporate with diverse business activities.

The group’s business interests are in the following :

Abrasives Building

Material

Engineering

Farm Inputs

Financial Services

Food processing

Marketing Services

Plantations

Sugar, Bio – Products & Chemicals

As a pioneer, the group enjoys leadership status in the home market in most of

these businesses. The group is organized into 27 strategic business units (Subs) spanning

several unit companies.

The group’s values and beliefs are firmly rooted in the philosophy enunciated by

the Arthashastra, the ancient Indian treatise on economic and political wisdom.

“The fundamental principal of economical activity IS that no man you transact

with will lose; then you shall not”.

Established in the year 1788, parry is presently engaged in a wide galaxy of

diversified activates. It became a member of the Murugappa group in the year 1981 and

thereafter the story has been one of tumaround and of steady growth.

The company has been a pioneer in many fields, including setting up of India’s

first chemical fertilizer plant – at Ennore, Sugar plant – at Nellikuppam and sanitary ware

plant – at Ranipet E.I.D. Parry (India) Ltd.

23

The history of Parry’s IS a saga of growth and dynamism spanning over two

centuries. Established in the year 1788, today Parry is engaged in a wide galaxy of

diversified activities.

It became a member of the Murugappa group in the year 1981 and thereafter story

has been one of turnaround and of steady growth. E.I.D. Parry has evolved into one of

the largest business groups in a wide-range of products that can be broadly dived into

following three groups:

Building Materials group - Ceramic Sanitary were Sugar, Bio – Products &

Chemicals – Sugar, Alcohol, Power Organic Manure and Chemicals.

Sugar

The history of the Indian Sugar Industry has been closely linked with that of

Parry’s. Parry set up the first Sugar Factory in 1842 at Bandipalayam and currently has

one of its units established at Nellikuppam, Cuddalore District, Tamilnadu.

E.I.D. Parry (India) Limitted, is a pioneer in the manufacture of plantation white

sugar from sugarcane.

India has been known as the original home of sugar and sugarcane. Indian

mythology supports he above fact as it contains legends showing the origin of sugarcane.

The Inidan sugar industry banks on the sweet tooth of the country’s citizens as sweets

and savories favor every occasion. Almost 75% of the sugar available in the open market

is consumed by bulk consumers like bakeries, candy makers, sweet makers and soft drink

manufactures. Greater urbanization and rising standard of living have sparked of a rising

trend in usage of sugar. Some of the pertinent facts relating to the Indian sugar industry

can be encapsulated in the following

24

Tamil Nadu is recognized as one of the leading sugar producing states in the

country with a share of about 10% in the overall sugar production.

As of 2001 – 02 there were 37 factories operation in the state

The quantum of sugar produced by a mill is determined by the factors like daily

crushing, duration of rushing season and percentage of sugar recovery from the

cane crushed.

Sugar prices in the country can be classified into two broad categories at the user

end as FREE MARKET PRICES and prices of sugar through public distribution

system. The substantial Increase in the volume of free international trade in sugar

presents and excellent opportunity to the Indian sugar industry to embark on a

regular plan for sugar exports.

The only cloud on the horizon IS the restrictive sugar policy along with unstable

sugar production pattern makes it an erratic trader on the world market.

SUGAR DIVISION:

The history of the Indian sugar Industry has been closely linked with that of

Parry’s. Parry set up the first sugar factory in 1842 at Bandipalayam, which is now at

Nellikuppam. E.I.D Parry (India) Limited, which comes under 3900 crores Murugappa

group companies, are pioneers in the manufacture of plantation white sugar from sugar

from sugarcane. The integrated sugar complex, situated in cuddalore district, today has

crushing capacity of 5,000 MT of cane per day. It is one of the largest and technically

efficient sugar plants in India.

With factories at Nellikuppam, pugalur pettaathalai and Pudukottai,, Parry’s has

developed about 60,000 acres of land under cane cultivation. For the first time in India

crop insurance for Sugarcane, was introduced at Nellikuppam. All these three factories

are a testimony to our commitment to the socio – economic development and

contributing to the welfare of the farming community. Various beliefs of parry. The

25

Corporate commitment to this belief had led to the establishment of effective ecology and

environmental management system.

Nellikuppam Sugar Unit

This unit is located near Cuddalore in Tamil Nadu. Geographically this unit is

located in the coastal belt @ 15 KM form Bay of Bengal. The crushing capacity of the

plant is 5000 TCD. Total No. employed in this unit is around 555. This has three

manufacturing facility for production of sugar, Alcohol and Power. Apart from the above

the press mud is also used to produce organic manure.

Department

Process

Engineering

Distillery

Cane Office

Co – Generation

Human Resources

Finance

Research And Development

System

Refinery

The sugar refinery unit was started in the year 2004 with modernized DCS system

for controlling and monitoring the sugar refinery operation. The technology is supplied

by TLPD and DCS system supplied by THL. Production capacity of the refinery plant is

120 MT per day. The unit also facility to manufacture value added production like cube

sugar, pouch sugar etc.,

26

Distillery

The Distillery unit which was started in the year 1848, occupies the proud seat as

one of the oldest distilleries with modern continuous type fermentation system with the

production capacity of 45 Kilo Litres of Alcohol per day (Rectified Spiri).

Co – Generation

Sugar mills have a potential of generating power in excess of their requirement

and with a change in Government policy for purchase of surplus power form sugar mills,

there is a rethinking of upgrading the energy system in the sugar plant and installing

energy efficient equipment. This has led to the establishment of a biogases based Co –

Generation plant at Nellikuppam of 24.5 MV Capacity commissioned in may 1997, and

put to regular operation since August 1997. After fulfilling captive consumption, the

surplus power is being exported to TNEB and also wheeled to our group company.

ISO Record

ISO 9001 & 14001, now they are trying to get ISO 18001.

ISO 9001 – 2000 accreditation obtained for corporate affect of Chennai as well as

two units at Nellikuppam & Pettavathalai.

27

OBJECTIVES OF THE COMPANY

Improve and optimize crushing from the present 30 I.t to 36 I.t

Increase the sugar recovery from the present 9.50% to 9.65%.

Improve the average cane yield from the present 38 tons per acres to 40 tons per

acre.

Expansion of Nellikuppam Distillery to produce 165 liters (55 KLPD) of

Denutured spirit / Ethanol, and establishment of Distillery in Pudukottai to use the

molasses of Pudukottati, Pettavaithalai and Pugular to produce 180 lac litre (60

KLPD) of multi – products viz. rectified Spirit? Extra Neutral Alcohol / Ethanol.

Totaling to a production of 345 lac liters (115 KLPD) of multi – products frok

these two Distilleries.

Establishment of 20 MW Cogen Power Plant in Pugalur and thus increase he

cogen power production capacity to 43 MW including Nellikuppam.

Production of a portfolio of value added sugars to the extent of 10 % of total sugar

produced. Established branded offering in the consideration set of consumers.

Expand institutional sales to 25% of our free market sale quanity.

Offer management consultancy services to other factories to augment revenue.

Reduce fixed cost and improve the manpower productivity through automation,

outsourcing, elimination and re – engineering.

28

HUMAN RESOURCE DEPARTMENT

Initiatives

Annual Communication day started

Employees honored with long Services awards

Welfare amenities were revisited.

Concept of Performance Incentive Scheme introduced.

Productivity Linked Bonus Scheme arrived with Unions

WOBF & Benevolent Fund Scheme launched.

Training

Learning Centre & Skill centre established

Kinds of training initiatives :

Attitudinal / Behavioral

Skill / Technical

Safety, Healthy & Environment

Training based on business needs

Attitudinal / Behavioral – ISW on interaction with HODS

Skill / Technical – Functional Heads thro Skill Matrix

Safety, Health & Environment – Head of SHE

Preparation of Training calendar – on identified needs

Trg. Calendar period – Apr to Mar

Progammes through external as well as internal faculty.

29

CHAPTER - III

OBJECTIVES OF THE STUDY

To clarify the nature and causes of the grievance (Q. NO: 6)

To find out their grievance facing and sharing (Q. NO: 7,8,9,13)

To investigate and handle each case carefully (Q. NO: 10,11,14,15)

To examine the grievance handling procedure followed (Q. NO: 12,16,18)

To take appropriate actions and ensure that promises are kept (Q. NO:17,19)

To obtain, where possible, a speedy resolution to the problem (Q. NO:20,21)

To find out the grievance redress is the part of job satisfaction (Q. NO: 22

30

CHAPTER – IV

REVIEW OF LITERATURE

Review of the related literature, besides, allowing the researcher to acquaint with current

knowledge in the field serves the following specific purposes. The review of related literature enables the

researcher to define the limits of the field. It helps the researcher to delimit and define the research

problem.

1. The knowledge of related literature, brings the researcher up to date on the work which others

have done and thus to state the objectives clearly and concisely.

2. By reviewing the related literature the researcher can avoid unfruitful and useless problem areas.

With a view to delineate the trends of research in specified areas, an attempt made in this chapter

to review the available literature on emotional competency to provide an exact view for the present study.

The following reviews are supported for the present study.

Thomas and Kilmann (1974) labeled this style as collaborating mode. Collaborating mode refers

to the ability of manager to work with his or her employee to find a solution that fully satisfies the

concerns of both. Collaborating between two persons might take the form of exploring a disagreement to

learn from each other’s insight, with the goal of resolving some condition that would otherwise have them

competing for resources, or confronting and trying to find a creative solution to an interpersonal problem.

31

Obliging styles involves low concern for self. An obliging person attempts to emphasize

commonalities to satisfy the concern of the other party (Rahim & Magner, 1995). Thomas and Kilmann

(1974) named this style as accommodating mode. To Thomas and Kilmann (1974) individual performing

accommodating style neglects his or her own concerns to satisfy the concerns of the other person. In

accommodating style, managers might take the form of selfless generosity or charity, obeying another

person’s needs and prefer to yield another’s point of view.

McCrae and John (1992) also agree that Five-factor model is the best dimension to describe

personality. Five-factor model refers to five basic factors in human personality namely extraversion,

neuroticism, openness, agreeableness and conscientiousness (Pervin & John, 2001). A study by John and

Sanjay (1999) supported the reliability of Big-Five in measuring individual’s personality. They indicated

that these five dimensions have represented personality at the broadest level of abstraction. Each

dimension summarized a large number of distinct and more specific defining personality characteristics.

In TDA, five dimensions of personality that being measured are extraversion, agreeableness,

conscientiousness, emotional stability and imagination.

Bean, (1994) a study conducted on Issues of grievances are normally associated with

dissatisfaction among employees which related to working procedure, working facilities confusions on

provisions stated in company’s policy (Ayadurai, 1996) and the violation of provisions in terms and

conditions of employment stated in collective agreement (Salamon, 2000). In resolving grievances,

aggrieved employees will file their dissatisfaction through grievance procedure and their immediate

managers or supervisors are responsible to take action within period given. This procedure is important to

deny the construction of employees’ dispute (Rose, 2004). Settling grievances as near as its origin is

important in order to deny the construction of employees’ disputes. Therefore, immediate supervisors are

responsible to settle the grievance as they are the nearest personnel that represent managerial team. The

32

argument on the vital role played by supervisors in managing employees’ grievances paralleled that of

past studies. Study made by Rollinson, et.al (1996) has identified that complaints are quite common and

only extends to taking-up a matter informally with a supervisor. As maintained by Catlett and Brown

(1990), there are a number of decisions making points in the grievance handling process that potentially

involve the supervisor.

Rahim & Magner, (1995) In compromising, this style involves moderate concern for self as well

as the other party involved in conflict. It is associated with give-and-take or sharing whereby both parties

give up something to make a mutually acceptable decision. Compromising style also refers to splitting the

difference, exchanging concessions or seeking a quick middle-ground position (Thomas & Kilmann,

1974).

Dominating style involves high concern for self and low concern for the other party involved in

the conflict. It has been identified with a win-lose orientation or with forcing behavior to win position

(Rahim & Magner, 1995). Thomas and Kilmann (1974) portrayed dominating style as power-oriented

mode or competing style. A dominating manager always stands up with his or her rights, defending a

position that his or her opinion is correct and simply trying to win.

Avoiding style is associated with low concern for self as well as for the other party involved in

conflict. It has been associated with withdrawal, passing-the-buck, sidestepping or “see no evil, hear no

evil, speak no evil” situations (Rahim & Magner, 1995). Avoiding might take the form of diplomatically

sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening

situation (Thomas & Kilmann, 1974).

33

Clark (1988) identified that correlation coefficients showed strong relationship between attitude

toward the grievance procedure and attitude of the supervisors. Labig and Greer (1988) denote that a high

number of grievances in a unit or subunit can be indicative of many factors, including both effective and

ineffective supervisory performance. Bemmels and Reshef (1991) mentioned that in a specific work

group, many grievances are in response to specific behaviors by the supervisors. Hence, this present

research has targeted supervisors as unit of analysis. According to Clark (1988) and Bemmels and Reshef

(1991) supervisors’ behavior and personal attitudes may affect their styles in handling grievance through

grievance procedure. Thus, this study tends to evaluate the effect of personality on the selection of

appropriate grievance handling styles among immediate supervisors.

D’Cruz, (1999) Grievance is a matter raised by employee to express dissatisfaction with

management behavior and is an attempt to bring out changes. Grievance involves an individual’s claiming

that he or she has suffered or been wronged, often because of the actions or decisions made by the

manager acting on behalf of the organization (Anderson & Gunderson, 1982). A substantiated grievance

is a signal that a manager’s behavior was in error or manager has breach worker’s right (Meyer, 1994).

Often in organizations, the grievance arises because of lack of clarity in the explicit company’s rules

(Hook, et. al, 1996). Noe, Hollenbeck, Gerhart & Wright, (2003) pointed out that too many grievances

may indicate a problem but so may too few. According to them, a very low grievance rate may suggest a

fear of filing a grievance, a belief that the grievance procedure is not effective or a belief that

representation is not adequate.

Umesh C. Patnaik's (2002) study on "Quality of Work Life in Public Sector Banks: An

Empirical Study" examined how far the satisfaction of human needs, according to the priority given, acted

as motivational factor in determining the quality of work life, and also in which type of needs of bank

employees were highly dissatisfied. Material needs, career success needs social needs, security needs, and

34

esteem needs were assessed in relation to jobs and work places of the executives and non - executives of

different public sector banks in Berhampur City.

Robbins, (2005) Personality can be defined as the sum total of ways in which an individual reacts

and interacts with others. To Pervin and John (2001), personality represents those characteristics of the

person that account for consistent patterns of feeling, thinking and behaving. Personality may represent a

person’s value judgment. A person may have a good personality or bad personality according to his or her

belief, culture and surrounding environment. In handling grievances, supervisors may use different styles

of resolution according to their perception and understanding on grievance issues referred to them. They

too may resolve grievances in a bad and good way, due to their personality. According to Blake and

Mouton (1968) personality is one of the factors that influence managerial styles. As stated by Robbins

(2005), individual consideration on certain issue is based on their personality which rooted by heredity

(for example gender, muscle reflexes and energy level), environment (for example culture that form

individual personality) and situation. In general individual traits are manifest in his behavior (McCrae &

John, 1992). Blake, Mouton, Barnes, & Greiner, (1964) showed that manager’s traits play a vital role in

the process of making decision. Individual’s traits become fundamental in describing his personality

(Pervin & John, 2001) which affects the consistency of patterns in the way individuals behave, feel and

think (William, Jr. & Davis, 1996). This research has utilized Big-Five model. Robbins (2005) stated that

many researches have supported the Big-Five model as five basic dimensions encompass human

personality.

Holt & Devore, (2005) Styles in handling employee’s conflicts may give an impact in industrial

relation culture. A unitary organization is more centralize (Rose, 2004). As a result, avoidance and

dominating styles may be utilized in resolving grievances (Green, 1987). On the other hand, a bilateral

organization which is more decentralizing (Rose, 2004) may employ compromising, integrating or

35

obliging styles when confronting with employee’s grievances (Rahim, 1983). Rahim’s (1983) study has

constructed independent scales to measure five styles in handling conflict namely integrating, obliging,

compromising, dominating and avoiding.

Gibbons, (2007) Gibbons concluded that the statutory procedures led to employers adopting

formal processes rather than seeking informal resolution of disputes (see also Chartered Institute of

Personnel and Development, 2007). Moreover, both employers and employees sought advice from third

parties at an early stage, encouraging defensive attitudes and making it increasingly difficult for parties to

avoid legal proceedings. For small employers the emphasis on procedure and written communication was

‘counter cultural’ and only served to exacerbate conflict and escalate disputes. Consequently, the Review

recommended the repeal of the statutory dispute resolution procedures, the production of ‘clear, simple,

non prescriptive guidelines’ for employers and employees in relation to grievances, discipline and

dismissal, and the promotion of workplace mediation. Significantly there was no discussion within the

review of either the right to accompaniment or the role of employee representatives within workplace

dispute resolution save for an exhortation to trade unions and employee organisations to support and

promote mediation.

In responding to Gibbons the government (Department of Trade and Industry, 2007) argued that

the central theme of legislation in this area was to ‘encourage employees and employers to resolve

disputes in the workplace’ and initiated consultations as to how dispute resolution could be facilitated. In

particular it invited responses on the possible repeal of the dispute resolution regulations. Employers’

organisations broadly supported the conclusions of the Gibbons Review and the call for the repeal of

statutory dismissal and grievance procedures. The TUC argued that statutory procedures had provided

important safeguards for employees, particularly those in smaller organisations (TUC, 2007).

Furthermore it suggested that if the dispute resolution regulations were to be repealed, it was important to

36

strengthen the role of trade unions in resolving employment disputes through: removing the small firms’

exclusion in the statutory trade union recognition legislation; and providing a statutory right of

representation (as opposed to accompaniment) within grievance and disciplinary proceedings. Acas,

responding to the consultation, also stressed the key role played by workplace representatives in avoiding

and resolving workplace disputes and highlighted the need for improved training for both union

representatives and managers.

BERR, (2008) the Government accepted the main recommendations of the Gibbons Review and,

in the Employment Bill 2007-8, proposed the repeal of the statutory dispute resolution procedures. In

addition it concluded that related changes to the law regarding procedural unfairness in dismissal cases

should revert to that established by Polkey v AE Dayton Services, whereby failure to follow an internal

disciplinary procedure would render a dismissal unfair even if it could be shown that it would have made

no difference to the outcome. The government also responded to calls for a new ‘short, non-prescriptive’

statutory Acas Code of Practice on Discipline and Grievance backed by more detailed non-statutory

guidance. Importantly, the government proposed to increase the influence of the Code by allowing

tribunals to adjust tribunal awards by up to 25% if either party acts unreasonably in not complying with

its provisions. More broadly, the government signaled an intention to work with representative

organisations in promoting the early resolution of disputes.

Mirroring the Review, the government’s response to the consultations made no mention of the

right to accompaniment or the role of employee representatives within workplace processes of dispute

resolution. Neither the proposals made by the TUC regarding strengthening the role of representation nor

the comments of Acas in relation to importance of suitably trained workplace representatives were

mentioned.

37

The Gibbons Review and the proposed repeal of the Dispute Resolution Regulations arguably

mark a return to a more voluntaristic approach to workplace discipline and grievance. In particular, it

represents an admission that the juridification of workplace procedures undermines important informal

processes that have traditionally facilitated the effective handling of individual workplace conflict.

However, despite the implied promotion of more informal paths to resolving disputes, the role of

employee representatives within such informal processes has been almost completely overlooked within

the policy debate.

38

CHAPTER - V

RESEARCH METHODOLOGY

RESEARCH

Research is a process in which the researcher wishes to find out the end result for a given

problem and thus the solution helps in future course of action. The research has been defined as “A

careful investigation or enquiry especially through search for new fact in any branch of knowledge”.

RESEARCH METHODOLOGY

The procedure using, which researchers go about their work of describing, explaining and

predicting phenomena, is called Methodology. Methods compromise the procedures used for generating,

collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing

explanation.

TYPES OF RESEARCH

The type of research used in this project is descriptive in nature. Descriptive research is

essentially a fact finding related largely to the present, abstracting generations by cross sectional study of

39

the current situation .The descriptive methods are extensively used in the physical and natural science, for

instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its

use in social science is more common, as in socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS

To portray the characteristics of a particular individual situation or group(with or without specific

initial hypothesis about the nature of this characteristics).

To determine the frequency with which something occurs or with which it is associated with

something else (usually, but not always, with a specific initial hypothesis).

The descriptive method has certain limitation; one is that the research may make description itself

an end itself. Research is essentially creative and demands the discovery of facts on order to lead a

solution of the problem. A second limitation is associated whether the statistical techniques dominate.

The desire to over emphasis central tendencies and to fact in terms of Average, Correlation, Means and

dispersion may not always be either welcome. This limitation arises because statistics which is partly a

descriptive tool of analysis can aid but not always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or

solution. One may undertake a descriptive study about the work in the factory, health and welfare. A

descriptive study may be concerned with the right to strike, capital punishment, prohibition etc:

40

A descriptive study involves the following steps:

1. Formulating the objectives of the study.

2. Defining the population and selecting the sample.

3. Designing the method of data collection.

4. Analysis of the data.

5. Conclusion and recommendation for further improvement in the practices.

Data collection method

Data was collected using Questionnaire. This method is quite popular in case of big enquires. Private

individuals, research workers, private and public organizations and even government are adopting it. A

questionnaire consists of a number of question involves both specific and general question related to

Grievance Handling.

Sources of data

The two sources of data collection are namely

Primary and

Secondary.

Primary Data:

41

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

Secondary Data

Secondary data are collected from books and internet.

Research design

Research design is the specification of the method and procedure for acquiring the information

needed to solve the problem.

The research design followed for this research study is descriptive research design where we find

a solution to an existing problem. The problem of this study is to find the effectiveness of Grievance

Handling at Lucas- TVS Limited.

Sample Design

Sample Element : A STUDY ON EMPLOYEE GRIEVANCE

HANDLINGS IN E.I.D PARRY (INDIA) LID NALLIKUPPAM.

Sample Size : 100 samples

Sample Test : Percentage Method & Correlation

Sample Media : Questionnaire

Sampling Method : Simple Random Sampling

42

Description of statistical tools used

Percentage method

Chi test

Anova

Percentage method

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

Percentage of Respondent = No. of Respondent x 100

Total no. of Respondent

Chi-Square Test

The Chi-square test whether we are given a set of observed frequencies obtained under

some experiment and we want to test if the experimental result support a particular hypothesis or

theory.

The steps involved chi-square tests are as follows:

1. Observed frequencies O are tabulated.

2. Expected frequencies E are calculated.

3. The difference between observed and expected frequencies are obtained

and square of these difference are tabulated (O-E )2.

4. The values of (O-E )2 obtained in step 3 are divided by the respective

expected frequency and the total (O-E )2 / E is obtained.

5. The calculated of X2 is compared with the table value of X2 for given

degree at a certain level of significance (generally 5% or 1% level selected).

By degrees of freedom we mean the number of classes to which the value can be assigned

arbitrarily if at the 5% or 1% level of significance the calculated value of X2, the difference

between theory and observation is considered to be significant. On the other hand, the calculated

43

value of X2 is not considered as significant i.e., it is regarded as due to fluctuations of sampling

and hence ignored.

One-way ANOVA

The One-Way ANOVA procedure produces a one-way analysis of variance for a

quantitative dependent variable by a single factor (independent) variable. Analysis of variance is

used to test the hypothesis that several means are equal. This technique is an extension of the

two-sample test.

In addition to determining that differences exist among the means, you may want to know

which means differ. There are two types of tests for comparing means: a priori contrasts and post

hoc tests. Contrasts are tests set up before running the experiment, and post hoc tests are run after

the experiment has been conducted. You can also test for trends across categories.

44

CHAPTER –VI

DATA ANALYSIS AND INTERPRETATION

Table-1

Gender

Particulars Frequency Percentage

Male 86 86

Female 14 14

Total 100 100

Inference: Primary data computed

Above table shows distribution of employees on the basis of their gender, the table consist of

gender opinion for male and female, the table reveals that out of 100 respondents, 86 % percent

of employees are male and 14% percent of employees are female. Therefore it is concluded from

the table at majority of employees are 86%male.

45

Chart-1

Gender

46

Table-2

Age


Below 25 12 12.0

26 - 30 18 18.0

31 -35 31 31.0

36 - 40 10 10.0

Above 41 29 29.0

Total 100 100


Result inferred that distribution of employees on the basis of their age, the table consist of

age group, the table reveals that out of 100 respondents, 12 % percent of employees are

Below 25years age, 30 % percent of respondents are 26 - 30 years age groups and 18 %

percent of employees are 31 -35, 10 % percent of employees are 36 - 40age 30 % percent

of respondents are Above 41 years age groups the age groups. Therefore it is concluded

from the table at majority of employees are 31- 35 years 31 % age groups.

47

Chart-2

Age

48

Table-3

Marital Status


Single 84 84

Married 16 16

Total 100 100


Above table shows distribution of employees on the basis of their married status, the table

consist of married status opinion for married and unmarried, the table reveals that out of 100

respondents, 86 % percent of employees are married and 14 % percent of employees are

unmarried. Therefore it is concluded from the table at majority of employees are 84% married.

.

49

Chart-2

Marital Status

50

Table-4

Educational Qualification


Higher secondary 8 8.0

Diploma 62 62.0

Under graduate 7 7.0

Post graduate 8 8.0

Others 18 18.0

Total 100 100


Result reveals that distribution of employees on the basis of their Educational Qualification, the

table consist of experience, the table reveals that out of 100 respondents, 8% percent of

employees are below Higher secondary, 62% percent of employees are Diploma, 27% percent of

the under graduate, 8% Post graduate percent of employees are 18% percent of the others.

Therefore it is concluded that the table at majority of employees are Diploma 62% groups.

51

Chart-4


52

Table-5

Length of Service


Below 5 yrs 0 0.0

6 - 10 yrs 47 47.0

11 - 15 yrs 14 14.0

16- 20yrs 31 31.0

Above21yrs 8 8.0

Total 100 100


Result reveals that distribution of employees on the basis of their Service, the table consist of , the

table reveals that out of 100 respondents, 0% percent of employees are Below 5 yrs, 47% percent

of employees are 6 - 10 yrs, 14 % percent of the 11 - 15 yrs, 31% 16- 20yrs percent of employees

are 8 % percent of the others. Therefore it is concluded that the table at majority of employees are

6 - 10 yrs 47%.

53

Chart-5

Length of Service

54

Table-6

Monthly Income


Below 5000 10 10.0

5001 - 7000 12 12.0

7001 - 10000 48 48.0

11000 -15000 18 18.0

Above 16000 12 12.0

Total 100 100


Result reveals that distribution of employees on the basis of their Monthly Income the table

consist of, the table reveals that out of 100 respondents, 10% percent of employees responds are

Below 5000, 12% percent of employees are responds 5001 - 7000, 48 % percent responds of

employees the 7001 - 10000, 18 % percent responds of employees are 11000 -15000, 12 %

percent responds of the employees are Above 16000. Therefore it is concluded that the table at

majority of 48 % percent responds of the employees Monthly Income 7001 – 10000.

55

Chart-6

Monthly Income

56

Table-7

Kindly mention the most grievance prone subjects in your organization.


Wage and salary 28 28.0

Working condition 36 36.0

Promotion 20 20.0

Discipline 10 10.0

Others 6 6.0

Total 100 100


Result reveals that distribution of employees on the basis of their organization. the table consist

of, the table reveals that out of 100 respondents, 28% percent of employees responds are wage

and salary, 36% percent of employees are responds working condition, 20% percent responds of

employees the promotion, 10 % percent responds of employees are discipline, 6 % percent

responds of the employees are others. Therefore it is concluded that the table at majority of 36%

percent responds of the employee’s organization.

57

Chart-7

Kindly mention the most grievance prone subjects in your organization.

58

Table-8

For how long are you facing the grievance.


Less than 6 months 72 72.0

More than 6 months 24 24.0

Total 100 100


Above table shows distribution of employees on the basis of their grievance. Status, the table

consists of grievance status opinion for long are you facing and, the table reveals that out of 100

respondents, 72 % percent responds of employees less than 6 months are 24 % percent responds

of employees are more than 6 months. Therefore it is concluded from the table at majority of

employees are 72% less than 6 months

59

Chart-8

For how long are you facing the grievance

60

Table-9

Do you keep grievances to yourself.


Always 32 32.0

Sometimes 22 22.0

Never 30 30.0

Others 16 16.0

Total 100 100


Result reveals that distribution of employees on the basis of their grievances to yourself the table


always, 22% percent of employees are responds sometimes, 30% percent responds of employees

the never, 16 % percent responds of employees are others, Therefore it is concluded that the table

at majority of always 32% percent responds of the employee’s keep grievances to yourself.

61

Chart-9

Do you keep grievances to yourself.

62

Table-10

Do you share grievances with your colleague.


Always 25 30.0

Sometimes 27 22.0

Never 32 32.0

Others 16 16.0

Total 100 100


Result reveals that distribution of employees on the basis of their grievances to yourself

the table consist of, the table reveals that out of 100 respondents, 25% percent of

employees responds are always, 27% percent of employees are responds sometimes, 32%

percent responds of employees the never, 16 % percent responds of employees are others,

Therefore it is concluded that the table at majority of always 32% percent responds of the

Never.

63

Chart-10

Do you share grievances with your colleague.

64

Table-11

Do you directly go and discuss your grievance with immediate superior when a grievance arises.


Always 30 30.0

Sometimes 36 36.0

Never 18 18.0

Others 16 16.0

Total 100 100


Result reveals that distribution of employees on the basis of their with immediate

superior when a grievance arises the table consist of, the table reveals that out of 100

respondents, 30% percent of employees responds are always, 36% percent of employees

are responds sometimes, 18% percent responds of employees the never, 16 % percent

responds of employees are others, Therefore it is concluded that the table at majority of

36% sometimes percent responds of the employee’s immediate superior when a

grievance arises.

65

Chart-11

Do you directly go and discuss your grievance with immediate superior when a grievance arises.

66

Table-12

Does your immediate superior respond to your grievance in specify time limit.


Yes 66 66.0

No 34 34.0

Total 100 100


Above table shows distribution of employees on the basis of their your grievance in

specify time limit, the table consist of superior opinion for specify time limit, the table

reveals that out of 100 respondents, 66 % percent of employees are yes and 34% percent

of employees are no. Therefore it is concluded from the table at majority of employees

are 66 % yes.

67

Chart-12

Does your immediate superior respond to your grievance in specify time limit.

68

Table-13

How far you satisfied with the grievance handling procedure followed in your

organization?


Highly satisfied 25 25.0

Satisfied 40 40.0

Neutral 20 20.0

Dissatisfied 7 7.0

Highly dissatisfied 8 8.0

Total 100 100


Result reveals that distribution of employees on the basis of their grievance handling

procedure, the table consist of the table reveals that out of 100 respondents, 25% percent

of employees respondents are highly satisfied, 40% percent of employees respondents are

satisfied, 20% percent of employee respondents the neutral, 7 % percent of employees

respondents are dissatisfied, 8 % percent employee respondents of the highly dissatisfied.

Therefore it is concluded that the table at majority of employees are Satisfied 40%.

69

Chart-13

How far you satisfied with the grievance handling procedure followed in your

organization?

70

Table-14

Do you feel open to share your grievance.


Yes 86 86.0

No 14 14.0

Total 100 100


Result reveals that distribution of employees on the basis of their open to share your

grievance, the table consist of the table reveals that out of 100 respondents, 86 % percent

of employees respondents are yes, 14 % percent of employees respondents are

no ,Therefore it is concluded that the table at majority of employees are yes 86%.

71

Chart-14

Do you feel open to share your grievance.

72

Table-15

Does your higher authority listen when your grievance is presented.


Listens patiently 34 34.0

Shouts to you 44 44.0

Does not listen at all 14 14.0

Others 8 8.0

Total 100 100


Result reveals that distribution of employees on the basis of their higher authority listen when

your grievance is presented, the table consist of experience, the table reveals that out of 100

respondents, 34% percent of employees respondents are listens patiently, 44% percent of

employees respondents are shouts to you, 14%percentofemployee respondents the does not

listen at all, 8 % percent of employees respondents are Others,. Therefore it is concluded that

the table at majority of employees are Shouts to you 44%.

73

Chart-15

Does your higher authority listen when your grievance is presented.

74

Table-16

Does management gather all relevant facts about the grievance.


Yes 75 75.0

No 25 25.0

Total 100 100


Result reveals that distribution of employees on the basis of their management gather all

relevant facts about the grievance., the table consist of the table reveals that out of 100

respondents, 75 % percent of employees respondents are yes, 25 % percent of employees

respondents are no ,Therefore it is concluded that the table at majority of employees are

yes 75%.

75

Chart-16

Does management gather all relevant facts about the grievance.

76

Table-17

Is the grievance handling procedure explained to you.


Yes 82 82.0

No 18 18.0

Total 100 100


Result reveals that distribution of employees on the basis of their handling procedure

explained to you, the table consist of the table reveals that out of 100 respondents, 82 %

percent of employees respondents are yes, 18 % percent of employees respondents are no

,Therefore it is concluded that the table at majority of employees are yes 82 %.

77

Chart-17

Is the grievance handling procedure explained to you.

78

Table-18

Are you satisfied with the management decision regarding your grievance


Strongly agree 21 21.0

Agree 39 39.0

Neutral 25 25.0

Disagree 7 7.0

Strongly disagree 6 6.0

Total 100 100


Result reveals that distribution of employees on the basis of their management decision

regarding your grievance is presented, the table consist of the table reveals that out of 100

respondents, 21% percent of employees respondents are strongly agree, 39% percent of

employees respondents are agree, 25% percent of employee respondents the neutral, 7%

percent of employees respondents are disagree, 6 % percent of employees respondents are

strongly disagree. Therefore it is concluded that the table at majority of employees are agree

to you 44%.

79

Chart-18

Are you satisfied with the management decision regarding your grievance

80

Table-19

Do you feel that present grievance handling policy of your organization is effective.


Strongly agree34 34.0

Agree28 28.0

Neutral22 22.0

Disagree10 10.0

Strongly disagree06 6.0

Total 100 100


Result reveals that distribution of employees on the basis of their present grievance handling

policy of your organization presented, the table consist of the table reveals that out of 100

respondents, 34% percent of employees respondents are strongly agree, 28 % percent of

employees respondents are agree, 22 % percent of employee respondents the neutral, 10 %


strongly disagree. Therefore it is concluded that the table at majority of employees are

strongly agree34%

81

Chart-19

Do you feel that present grievance handling policy of your organization is effective.

82

Table-20

Are proper records maintained on each grievance.


Yes 78 78.0

No 22 22.0

Total 100 100


Result reveals that distribution of employees on the basis of their proper records

maintained on each grievance, the table consist of the table reveals that out of 100

respondents, 86 % percent of employees respondents are yes, 78 % percent of employees

respondents are no ,Therefore it is concluded that the table at majority of employees are

yes 78%.

83

Chart-20

Are proper records maintained on each grievance.

84

Table-21

Do you feel that the supervisor possesses necessary human relation skills in terms of

understanding your problem.


Very highly skilled 36 36.0

Moderately skilled 33 33.0

Not skilled 13 13.0

Others 18 18.0

Total 100 100


Result reveals that distribution of employees on the basis of their supervisor possesses

necessary human relation skills in terms of understanding your problem presented, the

table consist of the table reveals that out of 100 respondents, 36 % percent of employees

respondents are very highly skilled, 33 % percent of employees respondents are

moderately skilled, 13 %percent of employee respondents the does not skilled, 18 %

percent of employees respondents are others,. Therefore it is concluded that the table at

majority of employees are very highly skilled 36%.

85

Chart-21

Do you feel that the supervisor possesses necessary human relation skills in terms of

understanding your problem.

86

Table-22

How much time management taken to redress your grievance.


Less than 1 month 81 81.0

More than 1 month 6 6.0

Pending 13 13.0

Total 100 100


Result reveals that distribution of employees on the basis of their time management taken to

redress your grievance presented, the table consist of the table reveals that out of 100

respondents, 81 % percent of employees respondents are less than 1 month, 6 % percent of

employees respondents are more than 1 month, 13 %percent of employee respondents the does

Pending, 18 % percent of employees respondents are others,. Therefore it is concluded that the

table at majority of employees are Less than 1 month 81%.

87

Chart-22

How much time management taken to redress your grievance.

88

Table-23

Grievance redressed is one of the major components of job satisfaction.


Strongly agree 27 27

Agree 41 41

Neutral 17 17

Disagree 7 7

Strongly disagree 8 8

Total 100 100


Result reveals that distribution of employees on the basis of their major components of job

satisfaction presented, the table consist of the table reveals that out of 100 respondents, 27%

percent of employees respondents are strongly agree, 41 % percent of employees respondents

are agree, 17 % percent of employee respondents the neutral, 7 % percent of employees

respondents are disagree, 68% percent of employees respondents are strongly disagree.

Therefore it is concluded that the table at majority of employees are strongly agree 41%

89

Chart-23

Grievance redressed is one of the major components of job satisfaction.

90

Table-24

Showing the chi-square test for behavior of employees on the basis of gender

Gender2 DF Sig.

SA A N D SD

72.15 4 0.01Male 0 0 0 50 24

Female 8 10 2 6 0

Total 8 10 2 56 24

Inference: Primary data computed* 1% Significant level

Ho: There is a significant association between behavior of employee on the basis of gender

The result reveals that the Chi-square value is (72.15), which is significant at 0.01 levels.

So, the stated hypothesis is accepted. It is concluded that there is an association between

respondents opinion about appraisal helps to change behavior employees on the basis of gender.

91

Table-25

Showing the chi-square test for satisfaction about present Length of Service.

Length of Service TotalHighly satisfied

Satisfied Uncertain DissatisfiedHighly

dissatisfied

Below 5 yrs 0 0 0 0 0 0

6 - 10 yrs 20 10 17 0 0 47

11 - 15 yrs 10 2 0 2 2 14

16- 20yrs 15 10 10 1 0 31

Above21yrs 2 2 4 0 0 8

Total 47 24 31 3 2 100

Calculated Chi-Square Value Degrees of Freedom Level of Significant

38.80 12 0.01


Hy: There is an association between opinion about training and development and Length of Service.

The result reveals that the calculated chi-square value (38.80), which is significant at 0.01 levels. Hence the stated hypothesis is accepted. So it is concluded that there is an association between opinions about present 6 - 10 yrs Length of Service.

92

Table-26

Showing the chi-square test for satisfaction about present Monthly Income

Monthly Income TotalHighly satisfied

Satisfied Uncertain DissatisfiedHighly

dissatisfied

Below 5000 0 10 0 0 0 10

7001 - 10000 12 0 0 0 0 12

5001 - 7000 9 39 0 0 0 48

11000 -15000 0 3 13 2 0 18

Above 16000 0 0 0 12 0 12

Total 31 42 13 14 0 100

Calculated Chi-Square Value Degrees of Freedom Level of Significant

212.57 9 0.01

Hy: There is an association between opinion about training and development Monthly Income.

The result reveals that the calculated chi-square value (212.57), which is significant at 0.01 levels. Hence the stated hypothesis is accepted. So it is concluded that there is an association between opinions about present 5001 - 7000 Monthly Income.

93

Table - 27

Showing One-way ANOVA for Grievance Handling on the basis of educational qualification.


N Mean SD F-value LS

Higher secondary 8 57.00 0.00

9.630.001

(Significant)

Diploma 62 66.82 9.27

Under graduate 7 55.00 0.00

Post graduate 8 59.00 0.00

Others 18 70.40 1.55

Total 100 65.12 8.66

Hy: There is a significant difference among various groups of grievance and their handling on the basis of their educational qualification.

Above table showing the one-way ANOVA of grievance handling on the basis of their

educational qualification. The calculated F-value (9.63), is significant at 0.01 level. Hence the stated

hypothesis is accepted. Therefore, high qualified groups have high motivation compare the other

education groups.

The result infers that there is a significant difference among various groups of employees and

their grievance handling on the basis of their Diploma educational qualification

94

Table 28

Showing One-way ANOVA for Grievance Handling on the basis of Service.

Length of Service N Mean SD F-value LS

Below 5 yrs 0 0 0

5.930.001

(Significant)

6 - 10 yrs 47 65.38 8.58

11 - 15 yrs 14 61.00 11.42

16- 20yrs 31 68.68 6.26

Above21yrs 8 57.00 0.00

Total 100 65.12 8.66


Hy: There is a significant difference among various groups of grievance and their handling on the basis of their Service.

Above table showing the one-way ANOVA of grievance handling l factors on the basis of their

services. The calculated F-value (5.93), is significant at 0.01 level. Hence the stated hypothesis is

accepted. Therefore, 6-10 years experience groups have high c handling compare the other groups.


their grievance handling on the basis of their6 - 10 yrs Length of Service

95

CHAPTER - VII

FINDINGS, SUGGESTIONS AND CONCLUSIONS

Above table shows distribution of employees on the basis of their gender, the table consist of

gender opinion for male and female, the table reveals that out of 100 respondents, 86 % percent

of employees are male and 14% percent of employees are female. Therefore it is concluded from

the table at majority of employees are 86%male.

Result inferred that distribution of employees on the basis of their age, the table consist of age

group, the table reveals that out of 100 respondents, 12 % percent of employees are Below

25years age, 30 % percent of respondents are 26 - 30 years age groups and 18 % percent of

employees are 31 -35, 10 % percent of employees are 36 - 40age 30 % percent of respondents are

Above 41 years age groups the age groups. Therefore it is concluded from the table at majority of

employees are 31- 35 years 31 % age groups.

Above table shows distribution of employees on the basis of their married status, the table

consist of married status opinion for married and unmarried, the table reveals that out of 100

respondents, 86 % percent of employees are married and 14 % percent of employees are

unmarried. Therefore it is concluded from the table at majority of employees are 84% married.

96

Result reveals that distribution of employees on the basis of their Educational Qualification, the

table consist of experience, the table reveals that out of 100 respondents, 8% percent of

employees are below Higher secondary, 62% percent of employees are Diploma, 27% percent of

the under graduate, 8% Post graduate percent of employees are 18% percent of the others.

Therefore it is concluded that the table at majority of employees are Diploma 62% groups.

.Result reveals that distribution of employees on the basis of their Service, the table consist of ,

the table reveals that out of 100 respondents, 0% percent of employees are Below 5 yrs, 47%

percent of employees are 6 - 10 yrs, 14 % percent of the 11 - 15 yrs, 31% 16- 20yrs percent of

employees are 8 % percent of the others. Therefore it is concluded that the table at majority of

employees are 6 - 10 yrs 47%.



Below 5000, 22% percent of employees are responds 5001 - 7000, 26% percent responds of



majority of 26% percent responds of the employees Monthly Income 7001 – 10000.



Below 5000, 12% percent of employees are responds 5001 - 7000, 48 % percent responds of



majority of 48 % percent responds of the employees Monthly Income 7001 – 10000.

97

.

Above table shows distribution of employees on the basis of their grievance. Status, the table

consists of grievance status opinion for long are you facing and, the table reveals that out of 100

respondents, 72 % percent responds of employees less than 6 months are 24 % percent responds

of employees are more than 6 months. Therefore it is concluded from the table at majority of

employees are 72% less than 6 months





at majority of always 32% percent responds of the employee’s keep grievances to yourself.





at majority of always 32% percent responds of the Never.

Result reveals that distribution of employees on the basis of their with immediate superior when a

grievance arises the table consist of, the table reveals that out of 100 respondents, 30% percent of

employees responds are always, 36% percent of employees are responds sometimes, 18% percent

responds of employees the never, 16 % percent responds of employees are others, Therefore it is

concluded that the table at majority of 36% sometimes percent responds of the employee’s

immediate superior when a grievance arises.

Above table shows distribution of employees on the basis of their your grievance in specify time

limit, the table consist of superior opinion for specify time limit, the table reveals that out of 100

98

respondents, 66 % percent of employees are yes and 34% percent of employees are no. Therefore

it is concluded from the table at majority of employees are 66 % yes.

Result reveals that distribution of employees on the basis of their grievance handling procedure,

the table consist of the table reveals that out of 100 respondents, 25% percent of employees

respondents are highly satisfied, 40% percent of employees respondents are satisfied, 20%

percent of employee respondents the neutral, 7 % percent of employees respondents are

dissatisfied, 8 % percent employee respondents of the highly dissatisfied. Therefore it is

concluded that the table at majority of employees are Satisfied 40%.

Result reveals that distribution of employees on the basis of their open to share your grievance,

the table consist of the table reveals that out of 100 respondents, 86 % percent of employees

respondents are yes, 14 % percent of employees respondents are no ,Therefore it is concluded that

the table at majority of employees are yes 86%.

Result reveals that distribution of employees on the basis of their higher authority listen when

your grievance is presented, the table consist of experience, the table reveals that out of 100

respondents, 34% percent of employees respondents are listens patiently, 44% percent of

employees respondents are shouts to you, 14%percentofemployee respondents the does not listen

at all, 8 % percent of employees respondents are Others,. Therefore it is concluded that the table

at majority of employees are Shouts to you 44%.

Result reveals that distribution of employees on the basis of their management gather all relevant

facts about the grievance., the table consist of the table reveals that out of 100 respondents, 75 %

99

percent of employees respondents are yes, 25 % percent of employees respondents are

no ,Therefore it is concluded that the table at majority of employees are yes 75%.

Result reveals that distribution of employees on the basis of their handling procedure explained to

you, the table consist of the table reveals that out of 100 respondents, 82 % percent of employees

respondents are yes, 18 % percent of employees respondents are no ,Therefore it is concluded that

the table at majority of employees are yes 82 %.

Result reveals that distribution of employees on the basis of their management decision regarding

your grievance is presented, the table consist of the table reveals that out of 100 respondents, 21%

percent of employees respondents are strongly agree, 39% percent of employees respondents are

agree, 25% percent of employee respondents the neutral, 7% percent of employees respondents

are disagree, 6 % percent of employees respondents are strongly disagree. Therefore it is

concluded that the table at majority of employees are agree to you 44%.

Result reveals that distribution of employees on the basis of their present grievance handling

policy of your organization presented, the table consist of the table reveals that out of 100

respondents, 34% percent of employees respondents are strongly agree, 28 % percent of

employees respondents are agree, 22 % percent of employee respondents the neutral, 10 %


strongly disagree. Therefore it is concluded that the table at majority of employees are strongly

agree34%

Result reveals that distribution of employees on the basis of their proper records maintained on

each grievance, the table consist of the table reveals that out of 100 respondents, 86 % percent of

100

employees respondents are yes, 78 % percent of employees respondents are no ,Therefore it is

concluded that the table at majority of employees are yes 78%.

Result reveals that distribution of employees on the basis of their supervisor possesses

necessary human relation skills in terms of understanding your problem presented, the

table consist of the table reveals that out of 100 respondents, 36 % percent of employees

respondents are very highly skilled, 33 % percent of employees respondents are

moderately skilled, 13 %percent of employee respondents the does not skilled, 18 %

percent of employees respondents are others,. Therefore it is concluded that the table at

majority of employees are very highly skilled 36%.

Result reveals that distribution of employees on the basis of their time management taken to

redress your grievance presented, the table consist of the table reveals that out of 100

respondents, 81 % percent of employees respondents are less than 1 month, 6 % percent of

employees respondents are more than 1 month, 13 %percent of employee respondents the does

Pending, 18 % percent of employees respondents are others,. Therefore it is concluded that the

table at majority of employees are Less than 1 month 81%.

Result reveals that distribution of employees on the basis of their major components of job

satisfaction presented, the table consist of the table reveals that out of 100 respondents, 27%

percent of employees respondents are strongly agree, 41 % percent of employees respondents are

agree, 17 % percent of employee respondents the neutral, 7 % percent of employees respondents

are disagree, 68% percent of employees respondents are strongly disagree. Therefore it is

concluded that the table at majority of employees are strongly agree 41%.

101

The result reveals that the calculated chi-square value (38.80), which is significant at 0.01

levels. Hence the stated hypothesis is accepted. So it is concluded that there is an

association between opinions about present 6 - 10 yrs Length of Service.

The result reveals that the calculated chi-square value (212.57), which is significant at

0.01 levels. Hence the stated hypothesis is accepted. So it is concluded that there is an

association between opinions about present 5001 - 7000 Monthly Income.


their grievance handling on the basis of their Diploma educational qualification

Above table showing the one-way ANOVA of grievance handling l factors on the basis of their

services. The calculated F-value (5.93), is significant at 0.01 level. Hence the stated hypothesis is

accepted. Therefore, 6-10 years experience groups have high c handling compare the other

groups.

102

SUGGESTIONS

Grievances handling is the basic need for all employees. If it is fulfilled, the employees

can get satisfaction in their job and their performance will be improved. The researcher suggested

from the research work that the grievance handling is in these industries is somewhat satisfied. Only

few of the employees are not satisfied present condition grievance handling procedure followed in

your organization. The open to share your grievance provided to the staffs are not satisfied optimum

level. The higher authority listen when your grievance is presented should be improved by arranging

items supplied by private catering handling procedure followed in your organization. The

organization can take steps to improve allowances and major components of job satisfaction the

industries have to concentrate the grievances job improvement by giving handling and periodical

incentives in time.

103

CONCLUSION

The present study aimed to know the grievances handling level among the employees in

GRIEVANCE HANDLING `IN E.I.D PARRY (INDIA) LID NALLIKUPPAM. The research was framed

by using questionnaire and objectives related with the study. The questionnaire method is used to collect

the data. The size of the sample is 100 and it was collected randomly. After collecting the data analyzed

by using standardized statistical package called SPSS. The statistical tools such as ANOVA, t-test and

Chi-square were applied. From the analysis, it is found that majority of the employees opinion is they

were satisfied with the grievances handling provided by the organization and the superiors are also

encouraged by giving proper guidance and assistance to their job.

104

BIBLIOGRAPHY

Aswathappa, K., Human Resource and Personnel Management,

Tata McGraw Hill Publications, New Delhi,

Biswanth Ghosh, Personnel Management and Industrial

Relations, World Press Private Limited, 1987.

Memoria C.B. and S.V. Gankar, Principles of Personnel

Management, Bomabay Himalaya Publishing House, Bombay, 2002.

Nair and Mrs. Latha Nair, Personnel Management and

Industiral relations, S.C hand and Company Limited, New Delhi, 2001.

Subbarao, C., Personnel Management Human Resource

Management, Bombay Himalaya Publications, Bombay, 2002.

Tripathi, Personnel Management and Industrial relations,

Sulthan chand & sons, New Delhi,

Human resource management - l.m.prasad

Personnel/human resource management - p.subba rao

o v.s.p. rao

Personnel management - c.b.mamoria

Personnel management and industrial relationship - p.c.tripati

Research methodology – c.r.kothari

Statistical methods – s.p.gupta

105

A STUDY ON EMPLOYEE GRIEVANCE HANDLING `IN E.I.D PARRY (INDIA) LID

NALLIKUPPAM

1. Name (Optional) :

2. Gender : Male [ ] Female [ ]

3. Age : Below 25 [ ] 26 - 30 [ ]

31 -35 [ ] 36 - 40 [ ]

Above 41 [ ]

4. Marital Status : Single [ ] Married [ ]

5. Educational Qualification :

Higher secondary [ ] Diploma [ ]

Under graduate [ ] Post graduate [ ]

Others [ ]

6. Length of Service : Below 5 yrs [ ] 6 - 10 yrs [ ]

11 - 15 yrs [ ] 16- 20yrs [ ]

Above21yrs [ ]

7. Monthly Income : Below 5000 [ ] 5001 - 7000 [ ]

7001 - 10000 [ ] 11000 -15000 [ ]

Above 16000 [ ]

8. Kindly mention the most grievance prone subjects in your organization?

Wage and salary [ ] Working condition [ ] Promotion [ ]

Discipline [ ] Others [ ]

106

9. For how long are you facing the grievance?

Less than 6 months [ ] More than 6 months [ ]

10. Do you keep grievances to yourself?

Always [ ] Sometimes [ ] Never [ ]

Others [ ]

11. Do you share grievance with your colleague?


Others [ ]

12. Do you directly go and discuss your grievance with immediate superior when a grievance

arises?


Others [ ]

13. Does your immediate superior respond to your grievance in specify time limit?

Yes [ ] No [ ]

14. How far you satisfied with the grievance handling procedure followed in your

organization?

Highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] Highly dissatisfied [ ]

15. Do you feel open to share your grievance?

Yes [ ] No [ ]

16. Does your higher authority listen when your grievance is presented?

Listens patiently [ ] Shouts to you [ ] Does not listen at all [ ]

Others [ ]

107

17. Does management gather all relevant facts about the grievance?

Yes [ ] No [ ] 18. Is the grievance handling procedure explained to you?

Yes [ ] No [ ]

19. Are you satisfied with the management decision regarding your grievance?

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

20. Do you feel that present grievance handling policy of your organization is effective?



21. Are proper records maintained on each grievance?

Yes [ ] No [ ]

22. Do you feel that the supervisor possesses necessary human relation skills in terms of

understanding your problem?

Very highly skilled [ ] Moderately skilled [ ]

Not skilled [ ] Others [ ]

23. How much time management taken to redress your grievance?

Less than 1 month [ ] More than 1 month [ ]

Pending [ ]

24. Grievance redressed is one of the major components of job satisfaction.



108

all01

Documents

grievance handing grievance

grievance filing

grievance procedure

dissatisfaction of employees

higher grievance rates

grievance initiation

employees role

workers dissatisfaction