A STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM SUMMER PROJECT REPORT Submitted by SHWETA SINGH Under the guidance of Mrs.R.HEMALATHA, PGDM Faculty, Department Of Management Studies in partial fulfilment for the award of the degree of POST GRADUATE DIPLOMA IN MANAGEMENT DEPARTMENT OF MANAGEMENT STUDIES SRI MANAKULA VINAYAGAR ENGINNERING COLLEGE PONDICHERRY UNIVERSITY PUDUCHERRY, INDIA SEPTEMBER 2009
BONAFIDE CERTIFICATE This is to certify that the project work entitled “A STUDY ON EFFECTIVENE S OF GRIEVANCE HANDLING MECHANISM” is a bonafide work done by R.GAYATHRI [REGISTER NO: 27348310] in partial fulfilment of the requirement for the award of Master of Business Administration by Pondicherry University during the academic year 2008-2009.
GUIDE
Submitted for Viva-voce Examination held on
HEAD OF THE DEPARTMENT
________________________
External Examiner 1. 2.
ACKNOWLEDGEMENT It gives us great ecstasy of pleasure to convey our deep and sincere thanks to o ur Principal Dr. V.S.K. Venkatachalapathy, for his kind support, which helped us to complete the project successfully. We have great pleasure in expressing our sincere gratitude and hearty thanks to our beloved Faculty, Mrs.R.Hemalatha, Department of Management Studies for conse nting to be our guide. She had been a great source of encouragement and inspire d us throughout our project. We are greatly thankful to her for everything she has done for us. We would like to express our deepest gratitude to Mr.Jayakumar, Head of the Depa rtment, Department of Management studies for giving constant encouragement We express our hearty thanks to Mr.D.Umamaheswaran, Senior Personnel Officer, Lu cas –TVS Ltd., who provided valuable guidance throughout the project in his busy s chedule. We thank our Management, Department Staffs, and Our Parents for their support an d above all to God for showering his blessing upon us. A special word of thanks to all those we have failed to acknowledge.
ABSTRACT This study focuses on Effectiveness of Grievance Handling Mechanism at Lucas-TVS Limited,Puducherry. Grievance is any kind of dissatisfaction with regard to pay,promotion,suspension ,working condition etc.. The objective of the study is to find the effectiveness of grievance handling me chanism being followed. The sample size is 35 and the population size is 140. The tools used for the study are Percentage method and Correlation. The study infers that most of employees are highly satisfied with the mechanism being followed.
TABLE OF CONTENTS LIST OF TABLES i LIST OF CHARTS ii CHAPTER TITLE PAGE NO. I INTRODUCTION 1.1 Profile of the organization 1 1.2 Introduction to the study 5 II REVIEW OF LITERATURE 6 III OBJECTIVES OF THE STUDY 12 IV RESEARCH METHODOLOGY 13 V DATA ANALYSIS AND INTERPRETATION 17 VI 6.1 FINDINGS OF THE STUDY 6.2SUGGESTIONS, RECOMMENDATIONS 37 VII CONCLUSION 38 VIII SCOPE AND LIMITATIONS OF THE STUDY 39 APPENDICES ANNEXURE
I
40 ANNEXURE II 41
LIST OF TABLES Table No. Table name Page No: 1.1 List of products manufactured 2 1.2 Clients 3 5.1 Distribution of respondents regarding temporary relief 17
35
5.2 Distribution of respondents based on age 18 5.3 Distribution of respondents towards supervisors’ level of skill 19 5.4 Distribution of respondents towards awareness of committees 20 5.5 Distribution of respondents towards decision given 21 5.6 Distribution of respondents towards the informal channel 22 5.7 Distribution of respondents towards real basis of identification of thei r grievance 23 5.8 Distribution of respondents towards mechanism followed resolves grievanc e or not 24 5.9 Distribution of respondents towards importance given to discussion and c onference 25 5.10 Distribution of respondents regarding whom they redress for grievance 26 5.11 Distribution of respondents based on qualification 28 5.12 Distribution of respondents regarding awareness of various committees 29 5.13 Distribution of respondents regarding regular follow up 31 5.14 Distribution of respondents regarding supervisors’ authority 32 5.15 Correlation between Feel about decision and Real basis identified. 33 5.16 Values for correlation 33 5.17 Correlation between Discussion and Conference And Supervisor’s Skill level 34 5.18 Values for correlation 34
LIST OF CHARTS
Chart No: Chart Name Page No: 5.1 Distribution 5.2 Distribution 5.3 Distribution 5.4 Distribution 5.5 Distribution 5.6 Distribution 5.7 Distribution r grievance 23 5.8 Distribution e or not 24 5.9 Distribution onference 25 5.10 Distribution 27 5.11 Distribution 5.12 Distribution 30 5.13 Distribution 5.14 Distribution
of of of of of of of
respondents respondents respondents respondents respondents respondents respondents
regarding temporary relief 17 based on age 18 towards supervisors’ level of skill 19 towards awareness of committees 20 towards decision given 21 towards the informal channel 22 towards real basis of identification of thei
of respondents towards mechanism followed resolves grievanc of respondents towards importance given to discussion and c of respondents regarding whom they redress for grievance of respondents based on qualification 28 of respondents regarding awareness of various committees of respondents regarding regular follow up 31 of respondents regarding supervisors’ authority
32
CHAPTER I 1.1 PROFILE OF THE COMPANY Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries plc., UK a nd T V Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrica l Systems. One of the top ten automotive component suppliers in the world, Lucas Varity was formed by the merger of the Lucas Industries of the UK and the Varit y Corporation of the US in September 1996. The company designs, manufactures and supplies advanced technology systems, products and services to the world s auto motive, after market, diesel engine and aerospace industries. The combination of these two well-known groups has resulted in the establishment of a vibrant company, which has had a successful track record of sustained grow th over the last three decades.TVS is one of India s twenty large industrial hou ses with twenty-five manufacturing companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its divisions is US$ 233 million during 2003-2004. Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of the foremost leaders in the automotive industry today. Lucas TVS reac hes out to all segments of the automotive industry such as passenger cars, comme rcial vehicles, tractors, jeeps, two-wheelers and off-highway vehicles as well a s for stationary and marine applications. With the automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its excellent facilitie s, is fully equipped to meet the challenges of tomorrow. PRODUCTS Lucas-TVS manufactures the most comprehensive range of auto electrical component s in the country. A range which continues to set standards in the industry. The products are designed to meet the demands of vehicle manufacturers both in India and worldwide. With the emission standards in India becoming increasingly strin gent, Lucas-TVS has ensured that each of its products is manufactured to meet gl obal standards LIST OF PRODUCTS MANUFACTURED Lucas-TVS Product Range for Indian Market uropean Market Starter Motor Starter Motor Alternator Alternator Headlamp Small Motor 14W Wiper Motor WindShield Wiper Motor (GM Range) LRW Products Small Motor Wiper Motor Blower Motor Fan Motor Dynamo Regulator Dynamo Regulator Dynamo
Lucas-TVS Product Range for US/E
Dynamo Auto Electricals Ignition Coil Distributor Diesel fuel injection
CLIENTS CUSTOMER INTERNATIONAL COLLABORATOR Cars Maruti Udyog Suzuki, Japan Hindustan Motors Isuzu, Japan. Mitsubishi, Japan TATA Engineering and Locomotive Company General Motors, India General Motors, USA Ford India Ford, UK Daewoo Motors Co., India Daewoo, Korea Ind Auto Fiat, Italy Hyundai Motors, India Hyundai Motors, Korea Tractors Mahindra & Mahindra International Harvestor Corporation, UK Tractors and Farm Equipments (TAFE) Massey Ferguson, UK Escorts Ursus, Poland. Ford, UK HMT Zetor, Czechoslovakia Eicher Tractors Good Earth, Germany Punjab Tractors Gujarat Tractors Zetor, Czechoslovakia L&T Tractors Johndeer, USA Greaves Tractors Same, Italy
DIVISIONS Lucas TVS has grown hand in hand with the automobile industry in the country. Th e company s policies have recognised the need to respond effectively to changing customer needs, helping to propel it to a position of leadership. The company h as raised its standards on quality, productivity, reliability and flexibility by channeling its interests. At present, there are five divisions: 1. Auto Electricals L-TVS 2. Fuel Injection Equipment (FIE) - DTVS 3. Electronic Ignition Systems (INEL) 4. Automotive Lighting (IJL) 5. After Market Operations (LIS) ACHIEVEMENTS
Lucas-TVS, a TVS group company, has bagged the prestigious Deming Application Aw ard for the year 2004. This was announced by the Deming Prize Committee of Japan ese Union of Scientists and Engineers (JUSE).
1.2 INTRODUCTION FOR THE STUDY 1. The aim of the study is to find whether the grievance handling mechanism ensures that employee’s problems are recognized and appropriately reviewed in a p rompt and timely manner. 2. The grievance mechanism acts as a foundation for a harmonious and health y relationship between employee and employer. 3. The grievance mechanism ensures a fair and just treatment of employee’s co ncerns and prompt resolution of grievances without discrimination, coercion, res traint or reprisal against any employee who may submit or be involved in a griev ance.
CHAPTER II REVIEW OF LITERATURE GRIEVANCE Grievance is any discontent or dissatisfaction that affects organizational perfo rmance. As such it can be stated or unvoiced, written or oral, legitimate or rid
iculous. If the dissatisfaction of employees’ goes unattended or the conditions ca using it are not corrected, the irritation is likely to increase and lead to unf avorable attitude towards the management and unhealthy relations in the organiza tion. The formal mechanism for dealing with such worker’s dissatisfaction is called grie vance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of griev ance procedure is that it can assist in minimizing discontent and dissatisfactio n that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and ma ny levels with the result that the manager is unable to keep a check on each ind ividual, or be involved in every aspect of working of the small organization. The usual steps in grievance procedure are 1. Conference among the aggrieved employee, the supervisor, and the union s teward. 2. Conference between middle management and middle union leadership. 3. Conference between top management and top union leadership. 4. Arbitration. There may be variations in the procedures followed for resolving employee grieva nces. Variations may result from such factors as organizational or decision-maki ng structures or size of the plant or company. Large organizations do tend to ha ve formal grievance procedures involving succession of steps. 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 cert ain degree of success in resolving disputes between the labour and the managemen t. The labour union generally takes initiative to go for arbitration. When the u nion so decides, it notifies the management. At this point, the union and compan y must select an arbitrator. Guidelines When processing grievances, there are several important guidelines to consider: Check the grievant’s title and employment status to determine if he / she are incl uded 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 i s 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 c opy to the grievant. Grievance materials should be maintained in a separate file from either personne l files or records.
Articles related to grievance
Measures of supervisory behaviors and supervisor’s knowledge of the collec tive agreement should, intuitively, be related to the occurrence of grievable ev ents, but there has been no theory advanced to explain grievable events. Kliener , Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of emp loyees will increase the number of grievable events, but a theoretical basis or rationale for this assumed relationship is not discussed. Grievants were less satisfied with their jobs, had poorer attitudes toward their line supervisors, had greater feelings of pay inequity, had stronger beliefs th at 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. Grievants were more younger and had less education than nongrievants. Gordon and Miller, Allen and Keavney and Klass note the important role that expe ctancy theory could play in differentiating grievants and nongrievants. Although not a complete test of expectancy theory, Lewin and Boroff did include the empl oyees perceived effectiveness of the grievance procedure as an explanatory varia ble. Surprisingly, this was not significantly related to grievance filing. Furth er research focusing on expectancy theory and grievance filing that more fully d evelops testable hypotheses derived from expectancy theory seems appropriate. Bemmels, Reshef and Stratton-Devine included the shop stewards assessment of how frequently employees approach them with complaints. Although most grievances ar e formally filed by employees, the initiation of a grievance can come from emplo yees or stewards. Complaining to the shop stewards is the employees’ role in the g rievance initiation process. Both of these studies found the work group with emp loyees who complained to the stewards more frequently had grievance rates. Emplo yees’ complaining to their stewards is a precursor to grievance filing. The measu re of consideration and structure were significantly related to frequency of emp loyee complaints in Bemmels and the steward’s assessment of the supervisors’ knowled ge of the collective agreement was negatively related to complaints. Lewin and Peterson found a positive relationship with grievance procedure struct ure and grievance rates. They also found higher grievance rates under procedures that include provisions for expedited grievance handling. It was found that pr ovisions allowing oral presentation of grievances was related to lower rates of written grievances, and screening of potential grievances was related to lower r ates of written grievance, and screening of potential grievances by a committee or other union officials was associated with lower grievance rates. The number o f steps in the grievance procedure and the length of time allowed for filing a g rievance were not related to grievance rates. Lewin and Peterson argued that evaluations of grievance procedure effectiveness should include subjective evaluations by the participants as well as objective m easures reflecting the operation of the grievance procedure. They argued that su bjective evaluations are the preferred method for evaluating grievance procedure effectiveness. Effectiveness was difficult to interpret from measures reflectin g the operation of grievance procedures such as grievance rates, settlement leve ls and arbitration rates since it was not clear what the optimal magnitudes migh t be for these measures. Furthermore the purpose of grievance procedure is to re solve disputes about the interpretation and application of collective agreements . Grievance procedures exist for the benefit of the employees, employers and uni ons. 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. 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 proce dures have been found to relate to union commitment, employer commitment and dua l commitment. Employer commitment has found to be negatively related to absentee ism and turnover and union commitment has found to have a positive relationship with union participation and with shop steward behavior in the grievance procedu re. Many studies still report empirical analysis with no theoretical grounding, or only intuitive and ad hoc hypotheses. Grievance could be classified into 4 basic types: Discrimination charges, rules violation, general or unclassified complaints and discipline. Discrimination was spelled out as based upon race, sex, religion, color, nationa l origin, age, veteran status, or handicapped. Grievance corresponding rules violation was an employees’ interpretation of applic ation of policies and procedures governing personnel policies, department work r ules, unsafe or unhealthy working conditions, or other policies or procedures of a working nature. Disciplinary actions are the category least classified as a grievance. Legalisti c 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. Five types of grievance systems were typically noted in the literature. They wer e the open door policy, step-review method, peer-review also called the grievanc e committee or roundtable, ombudsman and hearing officer. In the public sector s tudy. The predominant method of grievance adjudication was the step-review metho d used either singularly or in combination with a peer-review committee. The ste p-review method had characteristics similar to the grievance / arbitration proce dures found in union contracts. The step-review method has a preestablished set of steps for reviewing employee complaints by succeeding higher levels of agency personnel.
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. 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 co rrection of contested employment issues.
CHAPTER III OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE To study the effectiveness of grievance handling mechanism. SECONDARY OBJECTIVE 1. To identify whether the employees are aware of the grievance handling me chanism. 2. To identify whether the grievance handling system leads to a favorable a ttitude towards the management 3. To identify that the grievance handling system leads to a mutual underst anding between workers and the management 4. To know the level of satisfaction towards the grievance handling procedu re of the organization 5. To identify the factors influencing the effectiveness of the grievance handling in the organization
CHAPTER IV 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 acti on. The research has been defined as “A careful investigation or enquiry especiall y 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 ar e the ways of obtaining information useful for assessing explanation. TYPES OF RESEARCH The type of research used in this project is descriptive in nature. Desc riptive research is essentially a fact finding related largely to the present, a bstracting generations by cross sectional study of the current situation .The de scriptive 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 eco nomic surveys and job and activity analysis. DESCRIPTIVE RESEARCH AIMS • To portray the characteristics of a particular individual situation or group(wit h or without specific initial hypothesis about the nature of this characteristic s). • To determine the frequency with which something occurs or with which it is assoc iated with something else( usually , but not always ,with a specific initial hyp othesis). 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 sec ond limitation is associated whether the statistical techniques dominate. The de sire to over emphasis central tendencies and to fact in terms of Average, Correl ation, Means and dispersion may not always be either welcome. This limitation ar ises because statistics which is partly a descriptive tool of analysis can aid b ut not always explain causal relation. DESIGN OF DESCRIPTIVE STUDIES: Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about th e work in the factory, health and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition etc: A descriptive study involves the following steps: 1. Formulating the objectives of the study. 2. Defining the population and selecting the sample. 3. Designing the method of data collection. 4. Analysis of the data. 5. Conclusion and recommendation for further improvement in the practices.
Description of statistical tools used • Percentage method • Correlation 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
CORRELATION Correlation analysis deals with the association between two or more variables. I t does not tell anything about cause and effect relationship. Correlation is des cribd or classified in several different ways. Three of the most important ways of classifying correlation are : 1. 2. 3.
Positive and Negative Simple, Multiple and Partial Linear and Non-Linear
Karl Pearson’s method is popularly known as Pearson’s coefficient of correlation. It is denoted by the symbol ‘r’. ∑xy Formula for Karl Pearson’s coefficient
r =
____
__________ √∑x2 * ∑y2 The value of the coefficient of correlation as obtained by the above formula sha ll always lie between +1 and -1. When r = 1, it means there is perfect positive correlation between variables. When r = -1, it means there is perfect negative c orrelation between variables. When r = 0, it means no relationship between varia bles. 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 Griev ance Handling. Sources of data The two sources of data collection are namely primary & secondary. Primary Data: Primary data are fresh data collected through survey from the employees using qu estionnaire. Secondary Data Secondary data are collected from books and internet. Research design Research design is the specification of the method and procedure for acq uiring the information needed to solve the problem. The research design followed for this research study is descriptive research des ign where we find a solution to an existing problem. The problem of this study i s to find the effectiveness of Grievance Handling at Lucas- TVS Limited.
Sample Design Sample Element Sample Size Sample Test Sample Media Sampling Method
: Employees at Lucas- TVS Limited. : 35 samples : Percentage Method & Correlation : Questionnaire : Simple Random Sampling
CHAPTER V DATA ANALYSIS AND INTERPRETATION Distribution of respondents regarding Temporary relief Table: 5.1 Sl. No. Temporary relief No. of respondents Percentage 1 Yes 19 54.3 2 No 16 45.7 Total 35 100 Inference: From the above table it is inferred that 54.3% of respondents state that they ar e being provided with temporary relief and 45.7% stating they are not being prov ided relief. Distribution of respondents regarding Tempor ary relief
Chart No: 5.1
Distribution of respondents based on age Table: 5.2
Sl.No. Age Frequency Percentage 1 19-25 6 17.1 2 26-30 29 82.9 Total 35 100 Inference: From the above table it is inferred that 17.1% of respondents are between the ag e group 19-25 and 82.9% are between the age group 26-30. Distribution of respondents based on age Chart No: 5.2
Distribution of respondents towards supervisors’ level of skill Table: 5.3
Sl.No. Supervisor possess necessary skill Frequency
Percentage 1 very highly skilled 32 91.4 2 moderately skilled 3 8.6 Total 35 100
Inference: From the above table it is inferred that 91.4% of respondents state that their s upervisor are highly skilled and 8.6% state that their supervisor is moderately skilled. Distribution of respondents towards supervisors’ level of skill Chart No: 5.3
Distribution of respondents towards awareness of committees Table: 5.4
Sl.No Awareness of committees Frequency Percentage 1 yes 35 100.0 Total 35 100
Inference: From the above table it is inferred that 100% of respondents are aware of the va rious committees that are framed for redressing their grievance. Distribution of respondents towards awareness of committees Chart No: 5.4
Distribution of respondents towards decision given Table: 5.5 Sl.No. Decision given is satisfactory or not
Frequency
Percentage
1 Highly satisfactory 31 88.6 2 Moderately satisfactory 4 11.4 Total 35 100 Inference: From the above table it is inferred that 88.6% of respondents are highly satisfi ed towards the decision given by the management and 11.4% of respondents are mod erately satisfied towards the decision. Distribution of respondents towards decision given Chart No: 5.5
Distribution of respondents towards the informal channel Table: 5.6 Sl.No
Informal channel
1 co worker
No. of respondents
Percentage
23 65.7 2 peer 12 34.3 Total 35 100 Inference: From the above table it is inferred that 65.7% of respondents communicate to the ir co-workers and 34.3% of respondents communicate to their peer. Distribution of respondents towards the informal channel Chart No: 5.6
Distribution of respondents towards real basis of identification of their grieva nce Table: 5.7 Sl.No. Real basis 1 27 77.1
Frequency
Percentage
strongly agree
2 agree 8 22.9 Total 35 100 Inference: From the above table it is inferred that 77.1% of respondents strongly agree tha t real basis is identified and 22.9% of respondents agree that real basis is ide ntified. Distribution of respondents towards real basis of identification of their grieva nce
Chart No: 5.7
Distribution of respondents towards mechanism followed resolves grievance or not Table: 5.8
Sl.No. Mechanism resolves grievance or not No. of respondents Percentage 1 yes 34 97.1 2 no 1 2.9 Total 35 100 Inference: From the above table it is inferred that 97.1% of respondents agree that mechani sm resolves grievance and 2.9% of respondents disagree that mechanism does not r esolve grievance. Distribution of respondents towards mechanism followed resolves grievance or not Chart No: 5.8
Distribution of respondents towards importance given to discussion and conferenc e Table: 5.9
Sl.No. Discussion and conference No. of respondents Percentage
1 strongly agree 29 82.9 2 agree 6 17.1 Total 35 100 Inference: From the above table it is inferred that 82.9% of respondents strongly agree tha t discussion and conference is facilitated and 17.1% of respondents agree that d iscussion and conference is facilitated. Distribution of respondents towards importance given to discussion and conferenc e Chart No: 5.9
Distribution of respondents regarding whom they redress for grievance TABLE NO: 5.10 Sl.No. Whom do you redress 1 office bearers 4 2 committee members 3 hr 3 8.6 4 mangers 2 5.7 5 union members 7 20.0 6 counselor 1 2.9 7 friends 1 2.9 8 co workers 1 2.9
Frequency 11.4 16 45.7
Percentage
Total 35 100
Inference: From the above table it is inferred that 11.4% of respondents communicate grieva
nces through office bearers, 45.7% through committee members, 8.6% through HR, 5 .7 through managers, 20% through union members, 2.9 through counselor, 2.9 throu gh friends and 2.9 through co workers.
Distribution of respondents regarding whom they redress for grievance Chart No: 5.10
Distribution of respondents based on qualification Table: 5.11 Sl.No. Qualification 1 higher secondary 31 88.6 2 diploma
Frequency
Percentage
1 2.9 3 under graduate 3 8.6 Total 35 100 Inference: From the above table it is inferred that 88.6% of respondents are qualified up t o higher secondary, 2.9% of respondents are diploma and 8.6% are under graduate. Distribution of respondents based on qualification Chart No: 5.11
Distribution of respondents regarding awareness of various committees Table: 5.12
Sl.No. Various committees Frequency Percentage 1
canteen,sga
1
2.9
2
Sga,tei, transport
3 4 5 6 7 8 9
transport,welfare,sga 6 transport, safety, canteen safety,transport,sga 4 canteen,tei,safety,transport tei,sga,canteen,transport transport, welfare, safety tei,sga,transport,welfare
4
11.4 17.1 4 11.4 3 9 2 2
11.4 8.6 25.7 5.7 5.7
Total 35 100 Inference: From the above table it is inferred that 2.9% of respondents are aware of cantee n-sga committee,11.4% of respondents are aware of sga-tei-transport committee,17
.1% of respondents are aware of transport-welfare-sga,11.4% t of respondents are aware transport, safety, canteen ,11.4% of respondents are aware safety,transpo rt,sga ,8.6% of respondents are aware of canteen,tei,safety,transport,25.7% of r espondents are aware tei,sga,canteen,transport,5.7% of respondents are aware tra nsport, welfare, safety and 5.7% of respondents are aware of tei,sga,transport,w elfare.
Distribution of respondents regarding awareness of various committees Chart No: 5.12
Distribution of respondents regarding regular follow up Table: 5.13 Sl.No. Regular follow-up No. of respondents Percentage 1 Yes 35 100.0 Total 35 100
Inference:
From the above table it is inferred that 100% of respondents have agreed that th ere is regular follow up to ensure right decision is given. Distribution of respondents regarding regular follow up Chart No: 5.13
Distribution of respondents regarding supervisors’ authority Table: 5.14 Sl.No Supervisor has given authority No. of respondents
Percentage
Valid Has given authority 35 100.0 Total 35 100 Inference: From the above table it is inferred that 100% of respondents have agreed that su pervisor is given authority. Distribution of respondents regarding supervisors’ authority Chart No: 5.14
ANALYSIS USING CORRELATION To know whether there is correlation between feel about decision given and real basis identification Let X be Feel about decision given Let Y be Real basis identification Table: 5.15
real basis identified Total
Strongly agree agree Feel about decision given highly satisfactory 25 6 31 moderately satisfactory 2 2 4 Total 27 8 35
Table: 5.16 Values for correlation ∑x2 180.5
r
∑y2 364.5
=
∑xy 256.5 ∑xy ______________ √ (∑x2 * ∑y2 )
Substituting the values of ∑x2, ∑y2, ∑xy in the above equation we get. r = 1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another ANALYSIS USING CORRELATION To know whether there is correlation between discussion and conference and super visor has skill
Let X be Discussion and conference. Let Y be Supervisor has skill. Table: 5.17 supervisor has skill
Total
very highly skilled moderately skilled discussion and conference strongly agree 28 1 29 agree 4 2 6 Total 32 3 35 Table: 5.18 Values for correlation ∑x2 420.5
r
∑y2 264.5
=
∑xy 333.5 ∑xy ______________ √ (∑x2 * ∑y2 )
Substituting the values of ∑x2, ∑y2, ∑xy in the above equation we get. r = 1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another.
CHAPTER VI 6.1 FINDINGS OF THE STUDY
1. 54.3% of respondent’s state that they are being provided with temporary re lief until final decision is taken. 2.
82.9% of the respondents are between the age group 26-30.
3. 91.4% of respondents state that their supervisors are highly skilled tha t is the supervisors possess necessary human relation skills. 4. 100% of respondents are aware of the various committees that are framed for redressing their grievance. 5. 88.6% of respondents are highly satisfied towards the decision given by the management. 6. 65.7% of respondents communicate to their co-workers. It is their inform al channel. 7. ed.
77.1% of respondents strongly agree that real basis of there is identifi
8. 97.1% of respondents agree that mechanism being followed resolves their grievance. 9. 82.9% of respondents strongly agree that discussion and conference is fa cilitated rather than executive authority. 10. 45.7% of respondents’ immediately redress their grievance through committe e members. 11.
88.6% of respondents are qualified up to higher secondary.
12. 25.7% of respondents are aware of tei, sga, canteen, transport committee s available. 13. 100% of respondents have agreed that there is regular follow up to ensur e right decision is given. 14. 100% of respondents have agreed that supervisor is given authority to ta ke action necessary to resolve the problem. 15. When there is deviation in the real basis identification it will be refl ected in the level of satisfaction regarding decision given.
6.2 SUGGESTIONS AND RECOMMENDATIONS 1. Job descriptions, responsibilities should be as clear as possible. Every one should be informed of company’s goals and expectation including what is expect ed from each individual. 2. ace.
Informal counseling helps to address and manage grievances in the workpl
3. Conflict management in the organization will be helpful to reduce the nu mber of grievance rates. 4. Open door policy can be used. The barriers that exist between the variou s categories are to some extent broken by personal contact and mutual understand ing. 5. Suggestion boxes can be installed. This brings the problem or conflict o f interest to light. 6. Accident rates, Requests for transfers, Resignations, and disciplinary c ases should be analyzed since they reveal the general patterns that are not appa rent. 7. Temporary relief can be provided so that the delay does not increase his frustration and anxiety and thereby not affecting his / her morale and producti vity.
CHAPTER VII CONCLUSION The study reveals that the Grievance handling mechanism is satisfactory. The org anization is recognizing the importance of satisfying the employees and retainin g them. Further improvements can be made so that all members are highly satisfie d with the procedure. The suggestions and recommendations when implemented will
still more benefit the organization.
CHAPTER VIII Limitations of the study •
The sample size was restricted to 100
•
Personal interview was not allowed.
Scope for the study •
The project throws light on need for Grievance handling mechanism and this study facilitates the management for further improvement on the same.
•
This study will be useful when similar kind of research is undertaken.
ANNEXURE I BIBLIOGRAPHY 1. LL.
Aswathappa, K., Human resource and Personnel management, TATA McGraw- HI
2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGrawHILL. 3. Flippo, Edwin B., Personnel management, McGRAW-HILL International Public ations.
WEB SITE 1. 2.
www.citehr.com www.findatricles.com
ANNEXURE II QUESTIONNAIRE 1.
Name:
2.
Gender:
i.Male [ ii.Female[
] ]
3. Age: i.19-25 ii.26-30 iii.31 and above[ 4.
[ [
] ] ]
Edicational qualification:
i.Higher secondary[ ] ii.Diploma [ ] iii.Under graduate [ ] iv.Post graduate [ ] 5. Marital status: i.Married [ ] ii.Unmarried[ ] 6. Are you aware of the various committees that redress the grievance? i.Yes[ ] ii.No[ ] 7. le
If yes for above question kindly list out the various committees availab
8. Are you aware of the members of the various committees? i.Yes[ ] ii.No[ ] 9. hich
Are you aware of the weekly/monthly meetings of the various committees w are being held?
i.Yes[ ii.No[ 10.
] ] .In case the grievance has to be immediately redressed to whom do you communicate?
11. Is there any informal channel to redress your grievance such as i.Co-worker[ ] ii.Peer[ ] iii.If others,please specify( ) 12. Is the real basis of your problem identified? iStrongly agree[ ]
ii.Agree[ ] iii.Disagree[ ] iv.Strongly disagree[
]
13. Does your higher authority listen when your grievance is presented? i.Listens patiently[ ] ii.Shouts at you[ ] iii.Does not listen at all[ ] 14. Is imporatance given to what is right rather than who is right? i.Yes[ ] ii.No[ ] 15. Are you constantly informed on what is being done about your grievance? i.Very often being informed[ ] ii.Seldom being informed [ ] iii.Does not inform at all [ ] 16. Is an atmosphere of cordiality and co-operation facilitated through mutu al discussion and conference? i.Yes[ ] ii.No[ ] 17. Is there a positive and friendly approach during grievance handling? i.Yes[ ] ii.No[ ] 18. Do you feel that discussion and conference is given more importance rath er than executive authority? i. Strongly agree[ ] ii. Agree[ ] iii. Disagree[ ] iv. Strongly disagree[ ]
19.
Is there a spirit of give and take and sharing and working together? i.Yes[
ii.No[
]
]
20. Has the mechanism being followed resolves you grievance? i.Yes[ ] ii.No[ ] 21. How do you feel about the decision given corresponding to your grievance ? Is it i.Highly satisfactory[ ] ii.Moderately satisfactory[ ] iii.No satisfaction[ ] 22. Is there regular follow up to ensure that the right decision has ended u p in satiafaction? i.Yes[ ] ii.No[ ] 23.
Is there any temporary relief provided until proper decision is made so
that it does not raise any adverse effects within the organization? i.Yes[ ] ii.No[ ] 24. Do the various committee members actively engage in resolving your probl em? i.Yes[ ] ii.No[ ]
25. If to hjgher i.Yes[ ii.No[
the decision is not satisfactory are you given opportunity to take it officials? ] ]
26. Do you feel open to share your grievances? i.Yes[ ] ii.No[ ] 27. Do you feel that the supervisor possesses necessary human relation skill s in terms of understanding your problem? i.Very highly skilled[ ] ii.Moderately skilled[ ] iii.Not skilled[ ] 28. Are the matters relevant to the grievance kept confidential? i.highly confidential[ ] ii.Not kept confidential[ ] 29. Are the procedures for conveying grievance simple and easy to utilize? i.Very simple[ ] ii.Difficult to utilize[ ] 30. Is the supervisor given authority to take action necessary to resolve th e problem? i.Has given authority[ ] ii.Does not have authority[ ] 31. Are proper records maintained on each grievance? i.Yes[ ] ii.No[ ]
