A Study on Effectiveness of Grievance Redressal Procedure

Secondary Data

Secondary data are those collected from books, internet, reports of already done project works, etc. STATISTICAL TOOLS USED:

1. Percentage Method 2. Chi - Square 3. Spearman Rank Correlation SAMPLING TECHNIQUE:

Sampling Design: Convenience sampling Sampling Unit

: The sampling sampling unit is limited to the employees of RANE ENGINE VALVE VALVE LTD, Plant 3, Ponneri.

Population

: 308

Sample Size

: 100

1.7 INDUSTRY PROFILE INDIAN AUTO COMPONENT INDUSTRY

Indian Auto Industry is the •

Largest Three Wheeler Market in the World

•

Second largest Two Wheeler Market in the World

•

Fourth largest Passenger Vehicle Market in Asia

•

Fourth largest Tractor Market in the World

•

Fifth largest Commercial Vehicle Market in the World The automobile industry in India currently worth US $ 35 billion is projected to grow

to US $ 145 billion by 2016. In the same time exports are estimated to grow to US $ 35 billion from US $ 4.1 billion presently. Employment in the automotive sector is expected to increase by 25 million. Auto industry’s contribution to the Indian GDP (gross domestic product) is estimated to be between 30% - 35%, an improvement of 20-25% as of now. The factors contributing to the growth of the automobile industry in India are: •

India’s massive geographic extension

•

Road developments like construction of the Golden Quadrilateral, the North-South, and East-West Corridors,

•

Higher disposable income in services sector employments

•

Availability of easier finance schemes

•

Higher GDP growth In India the auto component industry is growing at an encouraging rate in tandem with

the growth of the automobile industry. The turnover has increased from US $ 8700 million in 200420 04-05 05 to US $12 $12,0 ,000 00 mi mill llio ion n in 200 20055-06. 06. Ex Expo port rtss dur durin ing g th thee co corr rres espo pondi nding ng pe peri riod od increased from US $ 1400 million to US $ 2100 million, and imports from US $ 1450 million to US $ 1900 million. The investment in this auto parts industry has risen from US $ 3750 million in 2004-05 to US $ 4400 in 2005-06. Industries in this segment have become quality conscious, so as to produce materials conforming to international standards. 524 companies are ISO 9001 certified, followed by 342

acquir acq uiring ing TS1 TS1694 6949 9 cer certi tific ficati ation, on, 154 are ISO 14001 cer certif tified ied,, 81 are having QS 9000 certification, while 47 companies are OHSAS 18001 certified. The Aut Automo omotiv tivee Com Compone ponent nt Man Manufa ufactu cturer rerss Ass Associ ociati ation on of India (A (ACM CMA) A) is th thee nodal agency for the Indian Auto Component Industry. Itss act It activ ivee in invo volv lvem emen entt in tr trade ade pr prom omot otio ion, n, te tech chnol nolog ogy y upup-gr grad adat atio ion, n, qu qual alit ity y enhancement and collection and dissemination of information has made it a vital catalyst for this industry’s development. Its other activities include participation in international trade fairs, sending trade delegations overseas and bringing out publications on various subjects related to the automotive industry. ACMA AC MA is re repr pres esen ente ted d on a num number ber of pa panel nels, s, com commi mitt ttee eess an and d co counc uncil ilss of th thee Government of India through which it helps in the formulation of policies pertaining to the Indian automotive industry . For exchange of information and especially for co-operation in trade matters, ACMA has signed Memoranda of Understanding with its counterparts in USA, Canada, UK, France, Italy, Ital y, Spain, Japan, South Korea, Malay Malaysia, sia, Uzbekistan, Uzbekistan, Pakist Pakistan, an, Austr Australia, alia, Egypt, Iran, Tunisia, and South Africa. Thailand & Scandinavia.

ACMA represents over 479 companies, whose production forms a majority of the total auto component output in the organized sector. In the domestic market, they supply compone com ponents nts to vehi vehicle cle man manufa ufactu cturer rers, s, Tie Tier-1 r-1 sup suppli pliers ers,, to sta state te tr trans anspor portt und undert ertaki akings ngs,, defens def ensee est establ ablish ishmen ments, ts, and rai railwa lways ys and even to the rep replac laceme ement nt mar market ket.. A var variet iety y of components are being exported to OEMs and aftermarkets worldwide. The industry has been exporting around 15% of its output and growing at the rate of 30%. In the year 2003-04, industry has exported US$ 1 billion versus US$ 760 million in year 2002-2003. Principal export items include replacement parts, tractor parts, motorcycle parts, piston rings, gaskets, engine valves, fuel pump nozzles, fuel injection parts, filter & filter elements, radiators, gears, leaf springs, brake assemblies & bearings, clutch facings, head lamps, auto bulbs & halogen bulbs, spark plugs and body parts.

1.8 COMPANY PROFILE

ABOUT RANE GROUP:

- Rane Group was started in the year 1929 as a trading house - Strategic Technical Alliance - It is access to best technology - Rane Group had turnover of 375 million USD for the year 2009 – 10 - Rane Group is the preferred supplier to major OEMs in India and abroad - Rane Group serves a variety of industry segments: Passenger Cars, Multi Utility Vehicles, Light Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm Tractors, Threewheelers, Two-wheelers and Stationary Engines. VISION:

“A world class supplier of Engine Valves to the global transportation industry” MISSION & VALUES:

- Provide superior products and services to our ou r customers and maintain market leadership - Evolve as an institution that serves the best be st interests of all stakeholders - Pursue excellence through total quality management - Ensure the highest standards of ethics and integrity in all our actions - Provide superior products and services to our ou r customers and maintain market leadership - Evolve as an institution that serves the best be st interests of all stakeholders - Pursue excellence through total quality management

RANE COMPANIES & PRODUCT RANGE:

Rane group comprises of a holding company & 7 manufacturing companies serving different segments: - Rane Holdings Limited (Holding Company) - Rane (Madras) Limited (Manual Steering & Suspension Systems) - Rane Engine Valve Limited (Engine Valves, Valve Guides, Tappets) - Rane Brake Lining Limited (Brake Linings, Disc Pads, Clutch Facings, Composite Brake Blocks, CV Brake Pads & Sintered Brake Pads) - Rane TRW Steering Systems Limited (Power Steering Systems, Seat Belt Systems) - Rane NSK Steering Systems Limited (Steering Columns & Electric Power Steering) - Kar Mobiles Limited (Large Engine Valves for Automotive & Defence De fence Applications) - Rane Diecast Limited (High Pressure Die Casting Products) ]

SALES FIGURES:

Rane Group sales for the year 2009 – 10 : INR 17075 Million (~375 million USD) Sales by product lines for the year 2009 – 10:

WORLD CLASS TECHNOLOGY:

Rane Group brings to its clientele, the best of technology and expertise through strategic technical partnerships with leaders from around the world.

TQM – A way of Life:

All divisions of the group are in tune with international quality assurance norms. The Quality Management System is further endorsed by the conferment of the Deming Application Prize to four of the group. 2003 – Rane Brake Lining Limited wins Deming Application Prize 2005 – Rane Engine Valve Limited wins Deming Application Prize 2005 – Rane TRW Steering Systems Limited (SGD) wins Deming Application Prize

2007 – Rane (Madras) Limited wins Deming Application Prize HR VISION & INITIATIVES: HRD Vision

“To stimulate and nurture the intrinsic desire in people to learn, grow and enhance performance to achieve business success and growth” HRD Goals

- Recruit and retain high caliber employees - Encourage and recognize outstanding merit and contribution - Create opportunities for professional growth and satisfaction - Develop leadership capabilities at all levels - Foster employee involvement and develop dev elop a work ethos that builds dignity and pride HRD Organization

HRD at Rane operates at two levels - At Group Level – Formulates policies, and designs major people development initiatives to enhance professional capability of employees at group level - At Business Unit Level – Companies implement group policies and develop Unit specific interventions - Strategies and Initiatives at the Group level Specific strategies and initiatives are designed to enable actualization of HRD Goals Recruitment and Retention

High High calibe caliberr employ employees ees are recrui recruited ted through through well well struct structure ured d proces processs includ including ing campus campus recrui recruitme tments nts of Diplom Diplomaa and Graduat Graduatee Engine Engineers ers and latera laterall recrui recruitme tment nt of experi experienc enced ed employees. Recognition and Reward

Outstanding performance is recognized and rewarded through comprehensive performance assessment development systems, aligned to TQM principles and practices. Opportunities for Professional Growth

- Intern Internal al candida candidates tes first first conside considered red for job vacanci vacancies, es, thereb thereby, y, provid providing ing employ employees ees opportunity for lateral & upward growth - Professional Knowledge and skills enhanced through continuous education at Rane Institute for Employee Development (RIED) and other reputed academic institutions.

Leadership Development

Leadership and managerial capabilities are developed through specific training programmes, job rotation, participation in cross-functional teams etc.

Fostering Employee Involvement

- Newsletters, contact meetings & regular communication meetings -Open House Days and interactions with employees’ families -Business unit specific communication processes to meet particular needs

Specific strategies and initiatives are developed and implemented in each business unit so as to achieve HRD goals. MILESTONES:

1929 – Rane was founded as a distributor of automobiles & parts. 1959 – Diversified into manufacturing and established plant for IC Engine Valves.

1960 – Established facility to make Tie Rod Ends. 1964 – Started manufacture of Friction Material.

1974 – Established Kar Mobiles Limited to manufacture Automotive and Large Valves. 1975 – Started manufacture of Manual Steering Gears. 1987 – Established JV with TRW for Power Steering Systems. 1991 – Established JV with JMA for distribution of auto co mponents. 1995 – TRW JV also commenced manufacture of occupant restraints. - Established JV with NSK for Energy Absorbing Steering Columns. - Founded Rane Institute for Employee Development. 2000 – TQM launched under guidance of “Union of Japanese Scientists and Engineers”, Japan. 2003 – Rane Brake Lining Limited wins Deming Application Prize. 2005 – Rane Engine Valve Limited wins Deming Application Prize. - Rane TRW Steering Systems Limited – (Steering Gear Division) wins Deming Application Prize. - Invested in High Pressure Die Casting products. 2007 – Rane (Madras) Limited wins Deming Application Prize. MAJOR CUSTOMERS IN INDIA:

MAJOR OVERSEAS CUSTOMERS:

CORPORATE SOCIAL RESPONSIBILITY:

- Rane Group contributes to societal causes through a trust - All plants involved in development activities in their neighbourhood, mainly in the areas of education and health

RANE ENGINE VALVE LTD, PLANT 3 PONNERI PROFILE:

It started manufacturing Engine Valves Valves in 1959 in collaboration with Farnborough Engg. Co, UK (1958-73). Then it collaborated with TRW, Inc., USA (1974-2008).It is the Leading manufacturer of Engine Valves and Valve Train components in India. PLANT PROFILE:

Products

Valve guide & Tappet

Annua Annuall capac capacit ity y 10.4 10.4 mill millio ion n Guide Guidess 2.0 million Tappets Total area

20235 Sq. Meters

Built-up area

3087 Sq. Meters

Staff

30

Operators

2 78

Total

3 08

PLANT 3 MILESTONES:

•

Starting of Plant 3

April 92

•

Commissioning of gun-drilling

April 93

•

Cellular layout

July 95

•

ISO 9000 Certification

Feb 98

•

Threaded guides manufacturing

July 98

•

Expor Ex ports ts Guid Guides es from from 20K/M 20K/Mont onth h

Aug Aug 98

to 70K/Month •

QS 9000 Certification

Mar 00

•

Valve Tappet Manufacturing

Apr 01

•

ISO 14000 Certification

Sep 01

•

Shop Shop2 2 Open Openin ing g For For Tapp Tappet etss

May May 03

•

TS 16949 Certification

May 04

•

Deming Award won

Oct 05

•

Exports ramp up to 500K/Month

Apr’08

QUALITY: Process Control System

Outgoing product quality is assured through: •

Firs Firstt-of offf app appro rova vall of sett settin ing g

•

Freq Frequen uency cy insp inspec ecti tion on by opera operato tors rs

•

Proc Proces esss cont contro roll thro throug ugh h cont contro roll char charts ts

•

Fin Final pro produc duct audit dit

•

Cali Calibr brat atio ion n contr control ol of of gauge gaugess & key key fixt fixtur ures es

•

Prev Prevent entiv ivee mai maint ntena enanc ncee of equi equipm pment entss

Quality Certifications

•

CERT CERTIF IFIE IED D FOR FOR ISO ISO 900 9000 0 IN IN FEB FEB 199 1998 8

•

CERT CERTIF IFIE IED D FOR FOR QS90 QS9000 00 IN MAR MAR 2000 2000

•

CERT CERTIF IFIE IED D FOR FOR ISO ISO 140 14001 01 IN SEP SEP 01

•

CERT CERTIF IFIE IED D FOR FOR ISO/ ISO/TS TS 169 16949 49:2 :200 002 2 IN MAY MAY 04 04

•

DEMING AW AWARD IN IN OC OCT 05 05

TQM initiatives 

DRM – For systematic planning and achieving the targets



QITs - For break through improvements



QCCs – For workplace improvements Suggestions – for operators in place

REVL SOCIAL RESPONSIBILITY: 

This plant is certified to ISO 14000 by RWTUV, Germany



Grou Group p Chari Charita tabl blee Trus Trustt is foun founde ded d to suppo support rt educa educati tion on and and heal health th need needss of people in surrounding villages.



Employ Employees ees partic participa ipate te in societ societal al activi activiti ties es like like blood blood donatio donation, n, health health camps, camps, teaching subjects like hygiene in nearby schools

1.9 REVIEW OF LITERATURE LITERATURE

1.

BOOK BOOK TITL TITLE E

: Human uman Reso Resour urce ce Mana Manage geme ment nt

AUTHOR

: K Aswathappa

PUBLICATION : Tata McGraw Hill Hill ABSTRACT: A grievance may be defined de fined as any feeling of discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels is unfair, unjust or inequitable. A grievance may be: • Unvoiced or stated by the worker, • Written or unwritten, and • Valid or ridiculous, and may arise out of something connected with the company, The formal formal mechani mechanism sm for dealing dealing with with such such worker worker’s ’s dissat dissatisf isfact action ion is called called grieva grievance nce procedu procedure. re. There There may be variat variation ionss in the procedu procedures res follow followed ed for resolv resolving ing employee grievances. Variations may result from such factors as organizational or decisionmaking structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps.

2.

BOOK BOOK TITL TITLE E

: Huma Human n Reso Resour urce ce Mana Manage gem ment ent

AUTHOR

: V S P Rao

PUBLICATION : Excel Books ABSTRACT: Every employee has certain expectations which he thinks must be fulfilled by the organization he is working for. When the organization fails to do this, he develops a feeling of discont discontent ent or dissat dissatisf isfact action ion.. When When an employ employee ee feels feels that that someth something ing is unfair unfair in the organization, he is said to have a grievance. A grievance may be factual, imaginary or disguised. If grievance are not identified and redressed properly, they may adversely affect the workers, managers and the organization. Grievances may be uncovered through observation, gripe boxes, an open door policy, exit interviews and opinion surveys.

3.

ARTI ARTICL CLE E TITL TITLE E : Griev rievan ance ce Proc Proced edur uree SOURCE

: Encyclopedia Britannica

ABSTRACT: In indust industrial rial relat relations ions,, proces processs throug through h which which disagr disagreem eement entss between between indivi individua duall workers and management may be settled is called as Grievance Redressal Procedure. Typical grievances may include the promotion of one worker over another who has seniority, disputes over holiday pay, and problems related to worker discipline. Grievance procedures are a significant issue in collective bargaining agreements in much of Europe and the United States. States. They usually detail a series of steps open to the worker, worker, beginning with discussion discussion between the foreman foreman and the union steward and going up the the line line unti untill a sett settle leme ment nt has has been been reac reache hed. d. Th Thee fina finall step step in the the Unit United ed Stat States es is usually arbitration arbitration;; in some European countries the grievance case may finally be appealed to a labour court. court.

4.

ARTICLE TITLE : Grievance AUTHOR

: IBS Center for Management Research

SOURCE

: www.icmrindia.com

ABSTRACT:

A grievance is a sign of an employee's discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an orga organi niza zati tion. on. An empl employ oyee ee or a trad tradee union union prot protes ests ts agai agains nstt an act act or poli policy cy of the the management

that

they

consider

as

violating

employee's

rights.

One of the effective ways of minimizing and eliminating the source of an employee's grieva grievance nce is by having having an ‘open ‘open door policy'. policy'. An ‘open ‘open door policy’ policy’ facili facilitat tates es upward upward communicati communication on in the organizati organization on where employees employees can walk into a superiors’ superiors’ cabin at any time and express their grievances. Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods problem-solving method is most likely to bring about a win-win situation.

5.

ARTICLE TITLE : Grievance AUTHOR

:Ben Letham

SOURCE

: www.amazines.com

ABSTRACT: A grievance is a wrong or hardship suffered, which is the grounds of a complaint complaint.. In a labor union, union, a grievance is the subject of a complaint filed by an employee to be resolved by procedures provided in the union. Such a grievance may arise from an alleged violation of the collec collective tive bargai bargaining ning agreement agreement,, or viol violat atiions ons of law of law,, such uch as workp orkpla lace ce saf safety ety regulations. Ordinarily, unionized workers must ask their operations managers for time during work hours to meet with a shop steward in order to discuss the problem, which may or may not result in a grievance. If the grievance cannot be resolved through negotiation between labor and management, mediation mediation,, arbitration or legal remedies may be employed. Typically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he or she has filed a grievance or not. The difference between a grievance

and a complaint complaint,, in the unionized workplace, is whether the subject matter relates to the collective bargaining agreement. A serious grievance may lead to a strike action. action.

CHAPTER 2 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION 2.1 PERCENTAGE METHOD Distribution of respondents based on age

Table 2.1.1

AGE 19-25 26-30 Above 30 Total

NO. OF RESPONDENTS 87 7 6 100

PERCENTAGE 87% 7% 6% 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:

From the above table it is inferred that 87% of the employees are between the age group 19 to 25 years, 7% of the employees are between the age group 26 to 30 years and 6% of the employees are above 30 years of age.

Chart 2.1.1

AGE

Distribution of respondents based on experience

Table 2.1.2

EXPERIEN IENCE 1-3 Years 4-10 Years Above 10 Years Total

NO. OF RESPONDENTS 81 13 6 10 0

PERCENTAG TAGE 81% 13% 6% 100%


INFERENCE:

From the above table it is inferred that 81% of the respondents have experience between 1 to 3 years, 13% have experience between 4 to 10 years and 6% of the respondents have above 10 years of experience.

Chart 2.1.2

DISTRIBUTION OF RESPONDENTS BASED ON EXPERIENCE

EXPERIENCE

Distribution of respondents towards awareness of grievance redressal committee of the company, its members and the monthly meeting of the committee

Table 2.1.3

PARTICULARS Awareness about committee Awareness about committee members

YES 74 74

NO 26 26

TOTAL 100 100

Awareness about monthly committee meeting Average Percentage

74 74 74%

26 26 26%

100 -


INFERENCE:

From the above table it is inferred that 74% of the employees are aware about the grievance redressal committee of the company, its members and about the committee meeting that is held every month in the company and 26% of the employees are not aware about any of the above.

Chart 2.1.3

F O .

O N

N E D N O P S E R

S T

Distribution of respondents towards identification of real basis of employee grievance Table 2.1.4

IDENTIFICATION OF REAL BASIS OF PROBLEM

Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NO. OF RESPONDENTS

28 45 17 8 2 100

PERCENTAGE

28% 45% 17% 8% 2% 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri. INFERENCE:

From the above table it is inferred that 28% of the respondents strongly agree that real basis of their problem is identified, 45% agrees, 17% stands neutral, 8% disagrees for the statement and 2% strongly disagrees with the statement.

Chart 2.1.4

Distribution of respondents based on grievance redressal committee members’ active involvement in resolving problem

Table 2.1.5

ACTI ACTIVE VE NVOLV OLVEM EMEN ENT T Yes No Total

NO. NO. OF OF ESP ESPON OND DENTS ENTS 68 32 100

PERCE ERCENT NTA AGE 68% 32% 100%


From the above table it is inferred that 68% of the employees say that grievance redressal committee members actively engage in resolving their problem and 32% of the employees say that committee members are not actively engage in resolving their problem.

Chart 2.1.5

Distribution of respondents based on confidentiality and proper maintenance of grievance records by the grievance handling committee members Table 2.1.6 PARTICULARS Confidentiality Proper maintenance of records

YES

NO

61

39

TOTAL 100

71

29

100


From the above table it is inferred that 61% agrees that confidentiality is maintained regarding grievances and 39% disagrees with the maintenance of confidentiality. It is also known that 71% of the respondents say that proper records are maintained regarding grievance and 29% disagrees with the statement. Chart 2.1.6

CONFIDENTIALITY AND PROPER MAINTENANCE OF RECORDS

S T N E D N O P S E R F O .

O N

Distribut Distribution ion of responde respondents nts with respect respect to the statemen statementt ‘Conflic ‘Conflictt resolvin resolving g is an important function for the smooth functioning of an organization’ Table 2.1.7 CONFLICT RESOLVING IS IS IMPORTANT

NO.OF RESPONDENTS

PERCENTAGE

Strongly Agree

31

31%

Agree

52

52%

Neutral

16

16%

Disagree

1

1%

Strongly Disagree

0

0%

100

100%

Total


From the above table it is inferred that 31% strongly agree that conflict resolving is an important function for the smooth functioning of an organization, 52% of the respondents agrees, 16% stands neutral and 1% disagrees with the statement.

Chart 2.1.7

F O .

O N

N E D N O P S E R

S T

Distribution of respondents towards Satisfaction level of the conflict resolving procedure of the company based on experience. Table 2.1.8

EXPERIENCE

1-3 Years 4-10 Years Above 10 Years Total

HIGHLY SATISFIED

SATISFIED

Neutral

DISSATISFIED

HIGHLY DISSATISFIED

TOTAL

21 5

34 5

26 2

0 0

0 1

81 13

3

0

1

2

0

6 100


From the above table it is inferred that in 1-3 years experience group 25.93% are highly satisfied, 41.97% are satisfied and 32.1% are neutral; in 4-10 years experience group 38.46% are highly satisfied, 38.46% are satisfied, 15.38% are neutral and 7.7% are highly dissatisfied; in employees having more than 10 years of experience 50% are highly, 16.67% is neutral and 33.33% are dissatisfied toward the conflict resolving procedure of the company. Chart 2.1.8

SATISFIED

Distribution of respondents regarding whom they redress for grievance Table 2.1.9

PERSON PERSONAL OFFICER(HRD)

SUPERVISOR TOTAL

NO. OF RESPONDENTS

PERCENTAGE

65 35

65% 35%

100

100%


INFERENCE:

From the above table it is inferred that 65% of the respondents communicate their grievance to the personal officer and 35% of the respondents communicate to their supervisor.

Chart 2.1.9

Distribution of respondents regarding regular follow up to ensure that the right decision has ended up in satisfaction Table 2.1.10

REGU REGULA LAR R FOLLO OLLOW W UP Yes No Total

NO. NO. OF OF ESP ESPOND ONDENTS ENTS 82 18 100

PERCE ERCENT NTA AGE 82% 18% 100%


INFERENCE:

From the table it is inferred that 82% of the respondents agree that regular follow up is made to ensure that the right decision has ended up in satisfaction and 18% of the respondents disagree with the above statement.

Chart 2.1.10

Distribution of respondents towards any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the company.

Table 2.1.11 PROVIDING TE TEMPORARY RE RELIEF Yes No Total

NO. OF OF RE RESPONDENT ENTS 67 33 10 0

PERCENTAGE 67% 33% 100%


INFERENCE:

From the above table it is inferred that 67% of the respondents agree that temporary relief is provided and 33% of the respondents says that no temporary relief is provided.

Chart 2.1.11

Distribution of respondents towards the opportunity given to the employees to take the complaint to the higher official is decision provided is not satisfactory Table 2.1.12 OPPORTUNITY GIVEN

NO. OF RESPONDENTS

PERCENTAGE

Yes

85

85%

No

15

15%

100

100%

Total


INFERENCE:

From the table its is inferred inferred that 85% of the respondents agree that opportunity opportunity given to the employees to take the complaint to the higher official is decision provided is not satisfactory and 15% of the respondents disagrees. Chart 2.1.12

Distri Distribut bution ion of respo responde ndent ntss with with respe respect ct to simpl simplee and and easy easy griev grievanc ancee conve conveyin ying g procedure Table 2.1.13

SIMPLE AND EASY

NO. OF RESPONDENTS

PERCENTAGE

Yes

84

84%

No

16

16%

100

100%

Total


INFERENCE:

From the above table it is inferred that 84% of the respondents agree that grievance conveying procedure is simple and easy and 16% of the respondents disagrees.

Chart 2.1.13

Distri Distribut bution ion of respo responde ndent ntss with with respe respect ct the supe supervi rvisor sor given given autho authorit rity y to take take necessary action to resolve the problem Table 2.1.14

GIVEN AUTHORITY Yes No

Total

NO. OF RESPONDENTS 66 34

PERCENTAGE 66% 34%

100

100%


INFERENCE:

From the above table it is inferred that 66% of the respondents agree that the supervisor is given authority to take necessary action to resolve the problem and 34% of the respondents disagr disagree ee with with the statem statement ent the supervi supervisor sor is given given author authority ity to take take necess necessary ary action action to resolve the problem. Chart 2.1.14

2.2 CHI SQUARE TEST Sati Satisf sfac acti tion on leve levell of the the conf confli lict ct reso resolv lvin ing g proc proced edur uree of the the comp compan any y base based d on experience.

Ther eree is no signi signifi fica cant nt asso associ ciat atio ion n betwe between en the the exper experie ienc ncee and the the Null Hypothes Hypothesis: is: Th satisfaction level of the employees in the conflict resolving procedu re of the employees Alternative Hypothesis: There is significant association between the experience and the

satisfaction level of the employees in the conflict resolving procedu re of the employees OBSERVED FREQUENCY: TABLE 2.2.1 EXPERIENCE

HIGHLY SATISFIED

SATISFIED

Neutral

TOTAL

1-3 Years

21

34

26

81

4-10 Years

5

5

3

13

Above 10 Years

3

0

3

6

29

39

32

100

Total

EXPECTED FREQUENCY: TABLE 2.2.2 EXPERIENCE

HIGHLY SATISFIED

SATISFIED

Neutral

TOTAL

1-3 Years

23

32

26

81

4-10 Years

4

5

4

13

Above 10 Years

2

2

2

6

29

39

32

100

Total

COMPUTATION TABLE FOR CHI SQUARE: TABLE 2.2.3

O

E

(O-E)2

O- E

(O-E)2/E

21

23

-2

4

0.174

34

32

2

4

0.125

26

26

0

0

0

5

4

1

1

0.25

5

5

0

0

0

3

4

-1

1

0.25

3

2

1

1

0.5

0

2

-2

4

2

3

2

1

1

0.5

TO TA L

3.799

Degree Of Freedom = (r - 1) (c - 1) = (3 - 1) (3 - 1) =4 Table value for Chi Square for 4 degrees of freedom at 5% level of significance = 9.488

RESULT:

Calculated value < Table value Therfore null hypotheseis is accepted. Hence there is no significant association between the experience and the satisfaction level of the employees in the conflict resolving procedure of the employees.

2.3 SPEARMAN RANK CORRELATION CORRELATION Satisfaction Satisfaction level of the conflict resolving resolving procedure of the company and nature of work and work environment of the employees NULL HYPOTHESIS: Nature of work and work environment, and satisfaction level are

independent. ALTERNATIVE HYPOTHESIS: Nature of work and work environment, and satisfaction

level are independent. LEVEL OF SIGNIFICANCE: 5%

o f significance Z VALUE FOR TWO TAILED TEST: |Z| = 1.96 for 5% level of CALCULATION OF rs : TABLE 2.3.1

Nature of work and

STRONGLY AGREE

A GR E E

NEUTRAL

25

44

31

27

48

25

environment Satisfaction level RANKING:

Let, X = Nature of work and environment Y= Satisfaction level RANK TABLE: TABLE 2.3.2

X

25

44

31

RANK

1

3

2

Y

27

48

25

RANK

2

3

1

CALCULATION FOR Z-STATISTICS: ∑D2 = (1-2) 2 + (3-3)2 + (2-1)2 = 2 rs = 1- (6 (∑D2) / (n(n2-1)) rs = 1 – (6 (2) / (3 (3 2 – 1)) =0.5

Standard error of r s = 1/ (sqrt (n-1)) = 1/ (sqrt (3-1)) = .71 Test statistics = r s/(1/(sqrt(n-1)) = 05/(1/(sqrt(3-1)) = 1.004 DECISION:

Since calculated value is less than 1.96, null hypothesis is accepted. Hence Nature of work and work environment, and satisfaction level are independent.

CHAPTER 3 FINDINGS, SUGGESSTIONS AND CONCLUSION

3.1 FINDINGS

1. 87% of the employees are of under the age group 19-25 years 2. 81% of the employees have 1-3 years of experience 3. 74% of the employees have awareness about the grievance redresssal committee of the company, its members and the monthly meeting being held. 4. 28% strongly agrees and 45% agrees that real basis of the problem is identified. 5. 68% of the respondents say that grievance redressal committee members actively engage in resolving the problems. 6. 61% of the respondents say that proper records regarding grievance and confidentiality is maintained. 7. 83% of the employees say that conflict resolving is an important function for smooth running of an organization. 8. 68% of the employees are satisfied with the grievance handling procedure followed by the company. 9. 82% agrees that importance is given to what is right rather than who is right. 10. 67% of the employees say that temporary relief is provided until proper decision is made.

3.2 SUGGESTIONS

Some of the suggestions based on the findings are: •

Operators and supervisor relation should be improved since only 35% of the respondents are communicating their grievance to the supervisor.

•

T h e w o rk rk e n vi v i ro r o n me me n t s h ou o u ld l d b e i mp m p r ov ov e d t o s at a t is i s fy f y t he h e e m pl pl oy o y ee ee needs.

•

Temporary relief can be provided so that the delay does not increase his frustration and anxiety and thereby not affecting his / her morale and productivity. produc tivity.

•

Informal counseling helps to address and manage grievances in the workplace.

•

Conflict management in the organization will be helpful to reduce the number of grievance rates.

•

Open door policy can be used. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding.

3.4 CONCLUSION

The study reveals reveals that the Grievance Grievance handling procedure is satisfact satisfactory ory. The organization is reco recogn gniz izin ing g the the impo import rtan ance ce of sati satisf sfyi ying ng the the empl employ oyee eess and reta retain inin ing g them them.. Furth Further er improvements can be made so that all members are highly satisfied with the procedure. The suggestions and recommendations when implemented will still more benefit the organization. Most of the surveyed employees are satisfied with the method adopted by the organization for redressing the grievances or complaints of the employees.

CHAPTER 4 APPENDICES

APPENDIX 1

GRIEVANCE FORM Plant 3,Ponneri Name of employee: Job title: _________________________________ Date of complaint: _________________________ Describe in detail the nature of your complaint including names of all individuals involved, witnesses of the incident and any proof you might have about the complaint:

Give details about how the incident has affected your ability to work effectively:

What actions could the company take in order to effectively deal with your complaint?

Give any additional comments that would be helpful in dealing with your complaint:

Employee signature: _________________________

Date: _____________

APPENDIX 2

QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF GRIEVANCE REDRESSAL PROCEDURE WITH RESPECT TO RANE ENGINE VALVE LTD, PLANT 3, PONNERI, RANE GROUP PERSONAL INFORMATION:

Name: Gender:

[ ] Male

[ ] Female

Age: Age:

[ ] 19 – 25

[ ] 26 – 30

[ ] Above Above 30

Educational Qualification: [ ] Higher Secondary [ ] Diploma [ ] Under Graduate Marital status:

[ ] Post Graduate

[ ] Single [ ] Married

Department: Designation: Experience: Monthly Income: QUESTIONS:

1. Are you aware of the grievance redressal committee of your company? [ ] Yes

[ ] No

2. Are you aware of the members of the grievance redressal committee? [ ] Yes

[ ] No

3. Are you aware of the monthly meetings of the grievance redressal committee which are being held? [ ] Yes

[ ] No

4. In case the grievance has to be immediately redressed to whom do you communicate? --------------------------------

5. Is the real basis of your problem identified? [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree

[ ] Strongly Disagree

6. Does your higher authority listen when your grievance is presented? [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree


7. Is importance given to what is right rather than who is right? [ ] Yes

[ ] No

8. Is there regular follow up to ensure that the right decision has ended up in satisfaction? [ ] Yes

[ ] No

9. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the company? [ ] Yes

[ ] No

10. Do the committee members actively engage en gage in resolving your problem? [ ] Yes

[ ] No

11. If the decision is not satisfactory, are you given opportunity to take it to higher officials? [ ] Yes

[ ] No

12. Are the matters relevant to the grievance kept confidential? [ ] Yes

[ ] No

13. Are the procedures for conveying conv eying grievance simple and easy to utilize? [ ] Yes

[ ] No

14. Is the supervisor given authority to take necessary n ecessary action to resolve the problem? [ ] Yes

[ ] No

15. Are proper records maintained on each grievance? [ ] Yes

[ ] No

16. Nature of work and work environment meet your expectations.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree


17. I generally keep my complaints to myself [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree


18. I try to find out the ideal solution where both persons emerge as “winners”. [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree


19. Conflict resolving is an important function for the smooth functioning of an organization. [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree


20. Rate the satisfaction level for the conflict c onflict resolving procedure adopted by your company. [ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

Date: Place:

Signature

CHAPTER 5 REFERENCES

REFERENCES Books Referred: •

Aswathappa K, Human Resource and Personnel management, Tata McGraw- Hill

•

O.R Krishnaswami and M.Ranganatham, Methodology of Research in Social Science, Himalaya Publishing House

•

Uma Sekaran, Research Methods for Business, Wiley India, New Delhi

•

V S P Rao, Human Resource Management, Second Edition, Excel Books

Websites Referred: •

www.citehr.com

•

www.ranegroup.com

•

www.scribd.com

•

www.wikipedia.com

A Study on Effectiveness of Grievance Redressal Procedure

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