Summer Training Report

On Employee Grievance of:

National hydroelectric power corporation ltd.

(A Govt. of India Enterprise)

Corporate Office

NHPC Office Complex,

Sector-33, Faridabad-

121003 (Haryana)

Parbati hydroelectric project stage – II

Parbati complex, Nagwain, distt. Mandi (H.P.)

Pin-175121

TEL.: 01905-280144, 01905-280146

Submitted To:

Shoolini institute of life science and business

management solan (SILB).

This report is to be submitted for the partial fulfillment of the

requirement for the award of the degree of MBA program for

the session (2009-2011) under Himachal Pradesh University.

PLACE: AJAY KUMAR BHARDWAJ

DATE: MBA 3RD SEMESTER

DECLARATION

I, Ajay Kumar Bhardwaj declare that the report is totally free from

bias and the material used in the report has neither been copied nor

reproduced from any readymade material, the data provided in the

report is correct to the best of my knowledge and belief.

AJAY KUMAR BHARDWAJ

MBA 3RD SEMESTER

ROLL NO. 1929

ACKNOWLEDGEMENT

The successful completion of training is like a golden feather for any

cap, this project bears the imprint of many people. Firstly I would like

to thank god with whose grace I was able to complete my training.

This report is the outcome of “industrial

training” which I undergone at “NHPC” it include the introduction,

function and performance of the company.

I would like to thank my institute for

providing me such a great opportunity for learning the real

professional setup. Having worked with Parbati-II NHPC ltd.,

Nagwain was a wonderful experience for me. I am extremely grateful to

officials in the organization for providing their valuable guidance. Mr. Anurag

Bhardwaj (Sr. manager HR), Mr. Ashok Dhanwal (Ass. Manager HR) &

Miss Dolly Singh (officer PR). Along with this also my earnest thanks to all

the staff members in the department for their guidance and enriching my

thoughts in this field from different perspectives.

Last but not the least; I would like to thank my family and friends for extending

their continuous support.

AJAY KUMAR BHARDWAJ

MBA 3RD SEMESTER

CONTENTS:-

DESCRIPTION…………………………………………….

Declaration&

Acknowledgement……………………………………..............

INTRODUCTION OF THE

ORGANIZATION……………………………………….. (1)

Corporate vision…

Corporate mission…

Net profit....

Power generation.....

Projects under

Construction…..

Projects under govt.Clearance……

XI plan projects…...

Joint ventures…..

Objectives…

Commitments.

Corporate social

Responsibility….

Highlights during

2009-2010…..

MANAGEMENTS OF GRIEVANCE………………………(15)

Introduction & meaning…..

Definitions…..

Features of grievance…..

Forms of grievance…..

Causes of grievance…..

GRIEVANCE HANDLING…………………………………… (18)

Needs…...

Importance…..

Steps…..

Machinery for redressal….

Discovery of grievance….

Essential of handling……

Handling procedure.....

GRIEVANCE POLICY & PROCEDURE ACCORDING TO

NHPC……………………………………………………….. (30)

Objectives…..

Scopes…..

Redressal mechanism……

Complaint handling procedure…..

CONCLUSION……………………………………… (32)

SUGGESTION…………………………………………… (32)

REFRENCES……………………………………….. (35)

BIBLIOGRAPHY………………………………….. (36)

Board of Directors

Shri. S.K. GargChairman & Managing Director

Director (Finance) Director (Technical) Director (Projects)

Shri Javant Kawale Ms.Komal AnandShri R.S.Mina Joint Secretary (Hydel), MOP Non-official part timeDirectorDirector (Personnel)

Shri A.K.Mago Shri Raman Sidhu Shri R.JevaseelanNon-official part time Director Non-official part time Director

INTRODUCTION OF THE ORGANIZATION:

NHPC firmly known as national hydroelectric power corporation limited was incorporated in 1975 is a schedule ‘A’ enterprise of the Government of India with an authorized share capital of Rs. 15,000 crore. Its market cap. Is of Rs. 36,000 crore with an investment base of Rs. 37,000 crore and worth of Rs. 23,600 crore. It is ranked as a premier organization in the country for the development of hydro power. It has been accredited with Mini Ratna category-I status by govt. of India. It is supplying the much needed peaking power especially to the northen and eastern parts of the country.

Recognized with ISO - 9001: 2000 & ISO 14001:

2004 certificates for the quality system and environment concerns, it is a multi-

disciplinary organization and has acquired sufficient expertise and state-of-the-

art technology for the investigation, planning, designing, and executing both

large and small hydro power projects.

It is now a listed company on NSE & BSE w.e.f. 01-

09-2009.

CORPORATE VISION:

A world class, diversified and transnational organization for sustainable

development of hydro power and water resources with strong

environment conscience.

CORPORATE MISSION:

To achieve international standards of excellence in all aspects of hydro

power and diversified business

To execute and operate projects in a cost effective, environment friendly

and socio-economically responsive manner

To foster competent trained and multi-disciplinary human capital

To continually develop state-of-the-art technologies through innovative

R&D and adopt best practices.

To adopt the best practices of corporate governance and institutionalize

value based management for a strong corporate identity

To maximize creation of wealth through generation of internal funds and

effective management of resources

NET PROFIT:

For the year 2009-2010 the profit after tax of the organization is of Rs. 2,090.50

crore which is 94.43% higher than the profit after tax of Rs. 1,075.22 crore of

the year 2008-2009. Sales turn over for the financial year 2008-2009 is Rs.

4,218.98 crore which is 57.90% higher than the last year turnover of Rs.

2,671.85 crore.

POWER GENERATION:

Currently it is operating 13 hydro power stations with the

total aggregate capacity of 5175mw which includes 1000mw Indira sagar

projects and 520mw omkareshwar project through NHDC limited a subsidiary

joint venture of NHPC with the govt. of MP. It is generating 16960mw from its

own power stations against the target of 16381mw for very good MoU rating

despite of weak monsoon during the year. The OPS of the company achieved

plant availability factor of 84.1% against the MoU target of 79.89% for

excellent rating. The main power stations those have achieved higher generation

than the targets are Tanakpur, Chamera-I, Uri, Dhauliganga, Dul hasti and

Teesta-v.

PROJECTS UNDER CONSTRUCTION:

11 projects having capacity of 4622mw are under active

construction with the commissioning of these projects, it would become a

9500nw company likely by 2013.

PROJECTS UNDER GOVT. CLEARENCE:

It is actively pursuing clearances from govt. of India for

several hydro projects having capacity of 9631mw, out of these, seven projects

with the capacity of 5965mw are planned to be implemented by NHPC on its

own and rest are planned for implementation through joint venture route i.e.

Loktak downstream of 66mw with govt. Manipur, another three projects with

aggregate capacity of about 2100mw in J & K with govt. of J & K and

1500mw, Tiapimukh project in Manipur with SJVN limited and govt. of

Manipur.

XI PLAN PROJECTS:

It has planned to add 5322mw during the XI plan period i.e.

(4292mw from NHPC projects on 1030mw by NHDC, a joint venture with MP

govt. so far it has added 1030mw in which 510mw from Teesta v power station

in Sikkim and 520mw from Omkareshwar projects of NHDC in MP).

JOINT VENTURE:

With “Loktak downstream hydro electric corporation ltd. With a share

holding of 74% by NHPC and 26% by govt. of Manipur.

With SJVN ltd. And govt. of Manipur for formation of a joint venture

company for implementation of the 1500mw Tipaimukh hydroelectric

project in Manipur with a share holding of 69%, 26% and 5%

respectively. The project with an estimated cost of Rs. 8,139 crore in

September 2008 and would annually generate 3806mu’s of power and

scheduled to be completed in a project of 87 months.

It is also looking for the joint venture with JKSPDC and PTC for

executing 1000mw Pakaldul and two other hydroelectric projects with the

capacity of about 2100mw in Chenab river basin in J & K.

OBJECTIVES:

To harness the vast hydro potential of the country along with wind and

tidal

Power in all aspects to produce cheap, pollution free and inexhaustible

power

To play a significant role in the integrated and efficient development of

Hydroelectric power in the central sector covering all aspects –

investigation, planning, design, construction, operation and maintenance.

To generate sufficient internal resources for short term and long term

Financing for expansion of existing and setting up of new projects.

To formulate strategic long term corporate plans to achieve desired

growth

of activities of the corporation, commensurate with national objectives.

To continue efforts to maximize output and generation at the least

Economic cost.

To complete all on-going projects without any time and cost overruns.

To achieve suitable organizational development through effective human

resources development.

COMMITMENTS:

Promote excellence in generation of quality power

Maintain international quality standard.

Maintain international environmental management system.

Promote optimum utilization of natural resources and sustainable

development.

Develop human resources through training.

Ensure optimum gestation period for project development and

maintaining harmony with nature.

Socially responsible Corporate Citizen.

Introduce latest technology in power sectors through R&D to improve

productivity.

Ensure transparency in quality policy and citizen’s charter.

Promote the need to meet customer requirements and regulatory statutory

requirements.

Ensure that service quality objectives & complaints handling objectives

are established.

CORPORATE SOCIAL RESPONSIBILITY:

NHPC with its continued commitment towards

corporate social responsibility and ethical behavior, has contributed to the

economic development and improving the quality of life of internal as well as

external stakeholders and the society at large. PHEP-II has undertaken a number

of CSR-CD initiatives in the areas of health, education, peripheral development,

sports & culture, developments of employments opportunities, preservations of

nature etc.

Various other initiatives has also been undertaken

like creation of herbal perks with medicinal value large scale a forestation,

catchment area treatment, fisheries management, vocational training

programmes, medical camps, development of infrastructural facilities etc. More

importantly the project empowers numbers of rural poor in the surroundings

communities through vocational training programmes, promoting local sports

and festivals etc. by sponsoring them, which have led to large scale socio-

economic development in the vicinity of the projects sites.

Environment clearance for Pārbati H.E. Project’s

stage-II was accorded by ministry of environment and forest, govt. of India

during June 2001 on the basis environment impact assessment report and

environment management plan prepared by the center for interdisciplinary

studies of mountain and hill environment, Delhi University. Total 145. 6207 ha

forest land has been diverted by the MOEF (ministry of environment & forest)

in favor of the project. The environment management plan aims to address the

following aspects:

a) Conservation and habitat improvement:

1. Conservation of flora and fauna

2. Conservation of endangered species in H.P.

b) Catchment area treatment plan

c) Relocation and rehabilitation of dumping material

d) Provision of free fuel for the laborers

e) Public health delivery system

f) Landscaping and restoration of construction areas

g) Green belt development around the reservoir periphery

h) Fisheries development

i) Economic rehabilitation plan

Details of respective community development programmes initiated

under various heads, at the projects in the year 2009-2010 are as

follow:

EDUCATION:

Welfare camp at govt. high school, Thela (near Garsa work site) wherein

school bags, stationary, eatables etc. were distributed amongst 30 needy

children in association with NGO – SAHEVA.

Distributed school uniform, woolens, school bags, stationary, taat-darries

etc. for 42 poor children of govt. primary school, Tikkar village near to

the Nagwain complex, and several other schools located around the

various dam site of the project.

HEALTH:

Free medical camp at village railla (in sainj area) wherein free health

check-up done and necessary medicines provided free of cost to poor

masses in the association with NGO – ladies welfare association, which

benefited 213 (men, women and children) villagers.

Free medical and eye check-up camp at village Barshaini (near dam site)

was organized which benefited 260 villagers.

HIGHLIGHTS DURING 2009 – 2010:

Launched IPO in August 2009 which was oversubscribed by almost 24

times with bid of more than Rs. 1,40,000 crore and more than 13 lakhs

applications.

Listed in NSE & BSE in September 1st 2009.

Shri Sushil Kumar Shinde, hon’ble union minister of power dedicated the

520mw Omkareshwar hydroelectric project NHPC.

Signed agreement with royal govt. of Buthan for prepration of DPR of

chamkharchhu – I (670mw) and Kuri – Gongri (1800mw) hydroelectric

projects.

Signed agreement for taking up additional investigations and preparation

of updated detailed projects reports for 1200mw Tamanthi hydroelectric

project and 642mw Shwezaye hydroelectric project in Myanmar as

consultancy assignments.

Signed implementation agreement with govt. of Ar. Pradesh for India’s

largest hydroelectric project to 2000mw Subansiri lower project.

Signed MoU with M/S transparency int. India for implementation of

“Integrity pact”.

Received environment clearance for preconstruction activities for teesta –

IV (5299mw) Dibang multipurpose project (3000mw) and Kwar project

(520mw).

Teesta – V power station of NHPC has been successfully validated under

voluntary emission reduction scheme.

98.22% of the employees rating to operation and maintenance of power

station trained during 2009 – 2010 against the MoU target of 95% for

excellent rating.

Electrified 2700 villagers and provided electricity connection to 6 lakhs

BPL families under Rajeev Gandhi Gramin Vidyutikaran Yojana.

MANAGEMENT OF GRIVANCES:

INTRODUCTION AND MEANING:

The human behavior differs from person to person.

Every employee has certain expectations which he thinks must be fulfilled by

the organization he is working in. It is not possible for the management to

satisfy the feelings and ego of all the employees. It is therefore, but natural that

workers have grievances against their immediate supervisor or against the

management as a whole or against the systems and practices which are followed

in the organization.

Grievance is a feeling of discontentment or

dissatisfaction or distress or suffering or grief among the workers. The

dissatisfaction when expressed becomes a complaint and when the

dissatisfaction when expressed becomes a compliment and when the employee

believes that some injustice is being done, it becomes a grievance.

DEFINITIONS:

According to Dale S. Beach, “Grievance is any dissatisfaction or feeling of

injustice in connection with one’s employment situation that is brought to the

attention of management.”

According to Keith Davis, “Grievance is any real or imaginary feeling of

personal injustice which an employee has concerning his employment

relationship.

According to National Commission on Labor, “Complaints affecting one or

more individual workers in respects of wage payments, overtime, leave,

transfer, promotion, seniority, work assignment and discharge constitute

grievances.”

Broadly speaking, grievance is any dissatisfaction,

which an employee may have in regard to his employment situation that

adversely affects the production of the employees.

FEATURES OF GRIEVANCE:

A grievance reflects dissatisfaction or discontent or a feeling of injustice

with any aspect of the organization.

The dissatisfaction can arise out of real or imaginary reasons. The reasons

may be valid or invalid, legitimate or irrational, justifiable or ridiculous.

A grievance arises only when an employee feels that injustice has been

done to him.

The dissatisfaction must arise out of employment and not from personal

or family problems.

The dissatisfaction may be expressed or implied. It may be expressed in

writing or verbally.

The grievance results from perceived non fulfillment of one’s

expectations from the organization.

Grievances, if not redressed in time tend to lower morale and productivity

of employees

FORMS OF GRIEVANCES:

Factual Grievance:- When the legitimate needs of the employees

remains unfulfilled, it gives rise to factual grievance for e.g. a promotion

has been promised to an employee but not given citing various reasons.

Imaginary Grievance: - Sometimes an employee is aggrieved no because

of any valid or legitimate reasons but because of a wrong perception,

wrong attitude or wrong information. Such situation gives rise to

imaginary grievance. Management is not at fault in this situation, but still

the employee has to be satisfied.

Disguised Grievance: - An employee may have dissatisfaction for the

reasons that are not known to him and are not directly related to the

organization. An employee may reach the office with a heavy heart due to

some family pressures and then he will look at everything with a biased

look. If his friend gets a pay rise it may dissatisfy him because o his own

depressed situation. If a new employee gets a new table and chair, he may

not like it. Thus, in this situation he is having grievance just for the sake

of having it.

CAUSES OF GRIEVANCES:

1. Grievances resulted from working conditions:-

Poor physical conditions of work place

Mismatch of workers with the job

Unplanned changes in schedules and procedures

Non-availability of proper tools, machines and equipment

Tight and highly rigid production standards

Failure to maintain proper discipline

Poor relationship with immediate boss

2. Grievances resulted from the management policy:-

Wage rate and method of wage payment

Leave

Overtime

Promotion, Demotion and Discharge

Lack of opportunity for career growth

Lack of role clarity

Penalties imposed for misconduct

Hostility towards trade unions

3. Grievances resulted from personal maladjustment:-

Over ambition

Excessive self esteem

Impractical attitude to life

Poor self esteem

4. Grievances resulted from violations:-

Collective bargaining agreement

Central or State laws

Responsibilities of management

Company rules and regulations

GRIEVANCES HANDLING:

Rising of grievance is very natural in an organization

where thousands of employees works together, but these should be removed as

early as possible for creating good labor management relations and promoting

efficiency. Grievances should not be allowed to accumulate because grievances

will give rise to further grievances. The effect of grievances will be:-

Sense of frustration, disloyalty and non cooperation among workers

Loss of interest in work

Affect on the quality and quantity of output

Indiscipline which may take the form of absenteeism, work to rule,

demonstrations, violence and strikes.

NEED FOR GRIEVANCES HANDLING:

Proper machinery for handling grievances is

very necessary for harmonious industrial relations and for maintaining industrial

peace. The employees do not have sufficient knowledge of the human nature or

of many social forces impinging on them. Sometimes they do not even know

their actual grievances but still feeling dissatisfied they tend to file grievances

about something else. It is, therefore very essential that a systematic procedure

Should be evolved and followed to settle the grievances. Such a procedure is

known as the ‘grievance handling procedure’.

IMPORTANCE OF GRIEVANCE HANDLING:

The benefits of grievance handling may be summed up as follows:

Grievance handling encourages the human problems to be brought out.

Management can learn what the workers think about the policies,

practices and procedures of the company and why they think so. It can

also learn about the dissatisfaction, frustrations, or discontentment in

the workers mind and may try to take corrective action. Management

should carefully study the grievances to determine the real cause

underneath them.

A grievances system gives an opportunity to the workers to express

their feelings, fears, doubts and dissatisfaction. It will help in solving

the problems before they become serious. It is always better to prevent

fire than trying to stop it after it has started. Similarly, if problems are

allowed to accumulate, they will breed problems and ultimately they

will become so great that they may have adequate pressure to blow the

lid off the whole organization. But a good grievance system always

tries to keep the grievances within the bounds and prevent the

development of unwanted pressure.

With the help of an effective grievance system, the management comes

to know about the behavior and attitude of the superior towards their

subordinates. It is reflected by the complaints made by workers against

supervisors.

A good grievance handling system boosts the morale of the people

working in the organization.

Grievance procedure helps to develop a good group culture. Each

group has its own particular way of living together and grievance

system helps to establish and maintain a work culture or way of life.

Managers and supervisors tend to give more care to the human aspects

of their jobs because they know that their actions are subject to

challenge and review in a grievance system.

IMPORTANT STEPS IN GRIEVANCE HANDLING:

As it is discussed earlier that, redressal of

grievance is very important to maintain good labor management relations and

industrial peace. Thus, the management should ensure that the grievances

should be received and settled promptly, so that the workers get the necessary

sense of satisfaction. The following steps should be taken in handling the

grievances:

The nature of grievance should be defined, expressed and described

clearly as early as possible so that wrong complaints may not be

handled.

After the real issue is located, all the relevant facts should be gathered

about the issue. Such facts gathering may involve interviewing and

listening to employees. This will help in finding out how and where the

incidence took place and the circumstances under which it happened.

After gathering the relevant facts the management may get a real picture

of the grievance. Thus, the management should make a list of alternate

solutions.

Before finally announcing the decision, management should gather

additional information for checking tentative solutions to find out the

best one. Past company records or past experience of the executives

may help in this exercise of choosing the final solution.

Next step should be to convey the final decision to the employees

concerned; in very clear and unequivocal terms.

Last step should be the follow up action. It is very essential to know

whether the grievance has been handled satisfactorily or not. Attitudes

of the employees. Must be studied to see whether they are satisfied with

the decision or not.

MACHIENARY FOR REDRESSAL OF GRIEVANCS:

Every organization requires a permanent

procedure for handling employee grievances. In small organizations grievance

procedure may consists of two steps while in big organizations there may be

five or six steps. A typical grievance procedure is shown in the following

diagram:

As shown in the diagram, the aggrieved employee approaches the front line

supervisor first. If the company is unionized, a representative of trade union also

joins the supervisor in handling the grievance. All grievances cannot be settled

in first step, as these may be beyond the authority and competence of the

supervisor. In the next steps the, the middle level manager, generally the

personnel officer, along with a middle level union officer attempt to tackle the

grievance. In the third step, the top management and the top union leaders sit

together to settle grievances involving companywide issues. If the grievance

remains unsettled, it is referred to an outside arbitrator for redressal.

STEP I

STEP II

STEP III

FRONT LINE

SUPERVISION

UNION

REPRESANTATIVE

MIDDLE

MANAGEMENT

MIDDLE LEVEL

UNION LEADER

TOP

MANAGEMENT

TOP UNION

LEADER

AGGREIVED EMPLOYEE

ARBITRATION

THE DISCOVERY OF GRIEVANCES:

The best policy towards grievances is to anticipate

them and take steps to tackle them before these assume dangerous proportions.

Prevention is always better then cures. An ordinary manager tackles grievances

as and when they arise. An excellent manager anticipates and prevents them.

Managers can know and understand grievances with the help of the following

methods:

Observation: A manager can usually observe the behaviors of the

people working under him. Since he is close to the scene of action, he can

always find out unusual behaviors and report promptly. If a particular

employee is not getting alone with other employees, spoiling materials

due to carelessness, disobeying orders, reporting late for work or is

remaining absent, the signals of dissatisfaction are fairly obvious.

Grievance procedure: A systematic grievance procedure is the best

means to highlight employee’s dissatisfaction at various levels. In the

absence of such a procedure, grievances pile up and burst up in the form

of a volcano at a future date. If management fails to induce employees to

express their grievances, unions will take over and emerge as powerful

bargaining representatives.

Exit interview: Most of the leave their current jobs due to

dissatisfactions of one form or the other. An interview of every employee

who quits the organizations can reveal employee grievances. If the

managers try sincerely through an exit interview, he might be able to find

out the real reasons why an employee is leaving the organization. Great

amount of care and empathy is needed for a successful exit interview.

Opinion surveys: Surveys must be conducted periodically to elicit the

opinions of employees regarding the organization and its management.

Groups meetings, periodical interviews with workers and collective

bargaining sessions are also helpful in knowing employee discontent

before it becomes a grievance.

Gripe boxes: A gripe box may be kept at prominent locations in the

factory for lodging anonymous complaints pertaining to any aspect

relating to work. Since the complaint need not reveal his identity, he can

express his feelings of injustice or discontent frankly and without any

fear.

Open door policy: Open door policy is a kind of walk-in-meeting with

the manager where the employee can express his feelings openly about

any work related grievances. The manager can cross check the details of

the complaint through various means at his disposal. This policy is

suitable only in a small organization, because in big organizations top

managers do not have the time to meet a large number of employees

daily. In large organizations, management by walking around might be

preferable to open door policy. In this system, the manager walks through

the employees, observes them and if necessary listens to their problems.

ESSENTIALS OF SUCCESSFUL GRIEVANCE

HANDLING:

Legal sanctity: The grievance procedure should be in conformity with

the prevailing legislation. It should be designed to supplement the

statutory provisions. Where practicable, the procedure can make use of

such machinery as the law might have already provided for.

Acceptability: The grievance procedure should be set up with the

participation of the employees and it should be applicable to all the

organization. In order to be generally acceptable, the procedure must

ensure:-

1) A sense of fair play and justice to the workers

2) Reasonable exercise of authority to managers

3) Reasonable participation to the union.

Unambiguity: Each and every aspect of grievance procedure should be

clear and unambiguous. All employees should know whom to approach

first when they have a grievance, whether the complaint should be

written or oral, etc. the redressing officer should also know the limits

within which he can take the required action.

Simplicity: The grievance handling procedure should be simple and

short. If the procedure is complicated, it may discourage the employees

and they may hesitate to make use of the procedure in case of any

problem.

Promptness: Since delay causes frustration and tempers may rise and

rumors spread around the work, it is essential that grievance should be

dealt speedily and promptly.

Training: In order to ensure effective working of the grievance

procedure, it is necessary that supervisors and the union representatives

should be given training in working of the grievance procedure. All the

policies should be conveyed to the concerned parties. 6. Follow-up: The

personnel department should review the working of the grievance

procedure periodically and necessary changes should be introduced to

make it more effective. This is generally ignored by the organizations. A

regular follow up of the system increase the faith of the people in the

system. Therefore it is necessary that the grievance procedure should be

reviewed whenever it is so required.

Follow up: The working of the grievance procedure should be reviewed

at periodical intervals. Necessary improvements should be made to make

the procedure more effective.

Pigors and Myers are of the view that a grievance redressing officer should

bear the following points in mind while evaluating the success or otherwise

of the grievance redressal procedure.

Was the case handled in such a way that the parties involved in it were

able to identify and agree upon what at stake?

Was the incident closed with a sense of satisfaction on the part of

everyone immediately involved in the original complaints?

Was the case handled in a way in which strengthened the line authority,

especially at the level immediately above that at which dissatisfaction

was first expressed?

Did the solution result in better understanding and a better adjustment

between the supervisor and his subordinate?

As a result of this case, did the understanding spread among others in

the management and in the trade union who were not directly involved

in the original complaint?

Did the solution contribute to the operational efficiency of the

organization?

GRIEVANCE HANDLING PROCEDURE:

Every management should lay down a procedure

for handling the grievances redressed. There is no legislative provision for a

well defined and adequate grievance procedure. The management can adopt any

of the following two procedure of grievance handling:

COMMON PROCEDURE:

Clause 15 of model standing orders

provides that “all complaints arising out of employment shall be submitted to

the manager of the other person specified in this behalf with the right of appeal

to the employer”. The usual, common and informal procedure is first to

approach the immediate supervisor for the grievance and failing to get a

satisfactory answer the second step is to go directly to the departmental head or

personnel relation officer in the personnel department. If the worker is not

satisfied here also he should approach to the top executive, but is very rarely

sorted to.

Some companies provide that if the complaint remains

unsatisfied from the response of the top executive, the grievance should be

referred to the arbitration or joint grievance committee consisting of the

representatives of both the parties. The decision of the committee should be

final.

MODEL GRIEVANCE PEOCEDURE:

The draft model grievance procedure

accepted by the labour conference in 1958 is as follows:

An aggrieved employee shall present his grievance verbally in the

person to the officer designated by the management for this purpose.

The officer shall give the response within 48 hours of the presentation

of the complaint. If the worker is not satisfied with the decision of the

officer or fails to receive the answer within 48 hours, he will present

his grievance to the head of the department.

The head of the department shall give his answer within 3 days or if

action cannot be taken within this period, the reason for delay should

be recorded. If the worker is dissatisfied with the decision of the

department head, he may request that his grievance be forwarded to the

grievance committee.

The grievance committee shall make its recommendations to the

manager within 7 days of the worker’s request. If the decision cannot

be taken within this period, reason should be recorded. Unanimous

decision of the committee shall be implemented by the management. If

there is difference of opinion among the members of the committee,

the matter shall be referred to manger along with the views of the

members and the relevant papers for final decision.

In either case, the final decision of the matter shall be communicated to

the employee within three days from the receipt of the grievance

committee recommendations.

If the worker is not satisfied even with the final decision of the

manager, he may have the right to appeal to the manager for the

revision. In making this appeal, he may take a union official along with

him to facilitate discussion with the management. The management

will communicate the decision within 7 days of workman’s revision

petition.

If the worker is still not satisfied the matter may be referred to the

voluntary arbitration.

Where a worker has taken a grievance for redressal under the grievance

procedure, the formal conciliation machinery shall not intervene till all

steps in the procedure have exhausted. A grievance shall be presumed

to assume the form of a dispute only when the final decision of the top

management is turned down by the worker. The grievance committee

shall consist of 4 to 6 members.

This is the model procedure of grievance

handling. The organization may make the necessary amendments

wherever it thinks proper, in the procedure with the consent of the

workers or trade union.

GRIEVANCE LEGISLATION:

In Indian industry, adequate attention has

not been paid to the settlement of grievances. Legislative frame work

only indirectly deals with the redressal of individual grievances. At

present, there are three legislations dealing with grievances of the

employees working in industries. The industrial employment act, 1946,

requires that every establishment employing 100 or more workers

should frame standing orders. These should contain among other things,

a provision for redressal of grievance of workers against unfair

treatment and wrongful actions by the employer or his agents. The

factories act, 1948 provides for the employment of a welfare officer in

every factory ordinarily employing 500 or more workers. These welfare

officers also look after complaints and grievances of the workers. They

will look after proper implementation of the existing labour legislation.

Besides, individual disputes relating to discharge, dismissal or

retrenchment can be taken up for relief under the industrial disputes act

1947 amended in 1965.

Industrial disputes act 1982 has

provided for the setting up of a grievance settlement committee. Any

employer of any industrial undertaking employing 50 or more workers

is required to provide for a grievance settlement authority for settlement

of industrial dispute connected with an individual worker. Where such a

dispute arises, the worker or the trade union of which he is a member,

may in the manner prescribed, refer the dispute to such authority for

settlement. Any reference so made to authority shall not be referred to

conciliation board, labour court industrial or national court unless it has

been decided and the decision of the authority is not acceptable to one

of the parties to the dispute.

GRIEVANCE POLICY AND PROCEDURE

ACCORDING TO NHPC:

OBJECTIVE:

Essentially, the Grievance Procedure is a multi-level mechanism

for settlement of Grievances at various levels. The attempt is to settle the

Grievances at the lowest level of the organization in the interest of its

expeditious disposal.

SCOPE:

Grievance is and would mean a representation by an employee in

respect of:

Wage Payment,

Increment,

Recovery of dues,

Working condition,

Leave,

Allotment of quarter,

Medical facility,

Seniority,

Transfer,

Promotion etc.

Matters relating to collective bargaining such as

wages, allowances, bonus, hours of work and other benefits etc. and also cases

of grievance arising out of discharge and dismissal will be outside the purview

of the grievance procedure. This procedure will apply to all employees of the

Corporation (including Projects /Units under its administrative control), who are

covered under Industrial Employment (Standing Orders) Act, 1946.

This Grievance Authority will also function as Public Grievances

Redressal Machinery.

GRIEVANCES REDRESSAL MECHANISM OF NHPC:

Grievance authority comprises of following senior officers:-

1) Shri Kamal Kapoor, ED (O&M) - Chairman 0129-2275271

2) Shri A.B.Agrawal, ED (HR) - Member Secretary 0129- 2277165

3) Shri R.K.Taneja, ED (Finance) - Member - 0129-2271405

Every Wednesday of the week is observed as

a meeting less day in corporate office. 2 1/2 hours (1430 hrs to l700 hrs.) on this

day is set apart for Grievance Redressal when all Divisional Heads of the level

of General Manager / Chief Engineer remain in their offices and receive and

hear public Grievances.

In case of SEVOTTAM, the public Grievance Officer shall

be the Nodal Officer at the apex level and his details are as

follows:

Sh. Nain Singh,

Executive Director (Design E&M and QA&I)

NHPC Complex, Sector -33, Fardidabad-121003

Contact No. 0129-2277523.

COMPLAINT HANDLING PROCEDURE:

The complaints shall be processed as per SQMS Procedure document no.

NHPC- SQMSP, Section 2.11.

CONCLUSION:

This project provide me a ample of opportunity to know

and understand the importance of the handling and redressal of the grievances

of the employees in an organization, after doing a throw study about the tools

and techniques related to the grievance and its handling I concluded that:-

To a great extends the aggravation of industrial problems

depends on manager's approaches and attitude in effective handling of

employees grievances. Care should be taken in the way managers approaches

the problem and perceiving the pros and cons of the situation. The conflict

management approaches include the win-win strategy that help in the healthy

organizational practices and which reflects the strong organizational culture.

The co-operation from both parties is the pre-requisite to handle the problem

and effective settlement of the grievances. Conscious use of professional self

can help managers in the conflict handling situations grievance redressal

process.

SUGGESTION:

BE ACCESSIBLE:

As a business owner, you will always be seen as the

boss. This means your employees will not think of you as a friend. Most

professionals agree this is actually a good thing, because you should maintain a

level of distance between yourself and the rest of your employees in order to

gain respect. However, making the gap too big can actually decrease employee

morale. Instead, you should seek the balance between being a boss and being an

accessible manager. This means coming out of your office and walking around

the workplace. Make connections with your employees when you see the

opportunity to do so. It is easy to want to handle all communications by email or

online messages with today's technology, but face-to-face contact will make you

a more accessible figure around the office. Share in your employee's

accomplishments at work and at home by simply asking them how they are

doing. You will find employees are more likely to be honest with you on the big

issues if they connect with you on small issues.

CREATE A SYSTEM FOR COMPLAINTS:

Employees need to know the proper way to air

grievances. If not, they will air them to whoever will listen. This form of

complaining, through gossip or spreading bad news, will not help the morale in

your office. Instead of tolerating this, ask your employees to address grievances

directly through the system you have established. This system may create

liaisons in the office who can be trusted to handle the issue discretely. Often,

this is the human resource department in large offices. You may not have a

dedicated human resource department, but you can still select employees you

feel would be well-suited for the confidentiality required in this type of role.

Department managers often serve as stand-in human resources representatives

for their respective employees.

ALLOW EMPLOYEES TO TAKE OWNERSHIP:

Successful business owners realize that most

employee grievances can be resolved by empowering the employee to make the

necessary change. For example, if an employee is having a problem with the

current system of vacation requests, ask the employee for suggestions on how to

change the system. You may find your low-level employees, who are the ones

dealing with the policies you create, have a better suggestion than the managers

who are not subject to the same policies. Many companies form task forces to

deal with the most common grievances. This is particularly important in a bad

economy. Some small business managers ask employees for suggestions on

how to cut expenses and become more productive instead of laying people off.

If you must put a hiring freeze or a pay freeze in place, allow your employees to

talk about the concerns they have with the decision. You may find their

concerns are different from those you anticipated. Ask them for suggestions on

how to improve the situation.

DOCUMENT GRIEVANCES IN WRITING:

Handling grievances is important, but you cannot give

into every single grievance or request that is made of you. This is particularly

true when employees ask for raises in an economic recession. Sometimes, the

profits just do not allow for the standard salary increases. Honesty is a good

policy here, but you should also be looking out for the way your honest words

could be misconstrued or used against you. Always document serious

grievances in writing, whether they are financial or not. Once you have

discussed the issue with an employee, have that person sign a document stating

the situation was addressed to his or her satisfaction. This may seem excessive,

but you will be thankful if you ever face a lawsuit with a disgruntled current or

former employee. These files will be the only way you can prove in court that

you are telling the story correctly.

 

REFERENCES:-

Bemmels, B., & Janice, F.R. (1996). Grievance Procedure Research: A Review

and Theoretical Recommendations.

Journal of Management, 22(3), 359-385.

Bemmels, B., & Resyef, Y. (1991). The Roles of Supervisors, Employees and

Stewards in Grievance Initiation.

Industrial & Labor Relations Review, 45 (1), 15-31.

Blake, R.R., & Mouton, J.S., 1968. Corporate Excellent Through Grid

Organization Developmen, Houston, Texas:

Gulf Publishing Company.

Chaykowski, R.P., & Slotsve, G.A. (1992). A Simultaneous Analysis of

Grievance Activity and Outcome Decisions.

Industrial & Labor Relations Review, 45(4), 724-738.

BIBLIOGRAPHY:

WWW.Wikipedia.com

www.tutorial.com

www.intranet.com