grievance of employees project

Synopsis

The project work titled “AN ANALYTICAL STUDY ON THE GRIEVANCE OF THE EMPLOYEES” was undertaken to find the level of grievance toward Pragati Engineering Private Limited.

The study was mainly conducted to find out the causes and sources of grievance, the time taken and the efforts of trade union to resolve the grievance, the behavior and the attitude of supervisor, and the remedial measures so as to reduce the rate of grievance.

The study is based entirely upon primary data, which was obtained through direct interview and structured questionnaire. The sample sizes about

100

employees were considered.The charts were used for the analysis and meaningful inferences were drawn from it.

Some of the statistical tools such as percentage analysis, chi-square, correlation, weighted average mean are used in order to find the grievance of the employees on pragati engineering private limited.

From the data collected, findings and suggestions obtained. It will help the company to know the grievance of the employees.

PACHAIYAPPA’ S COLLEGE

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INTRODUCTION

The subject matter of personnel management is human behavior, which differs from man to man. The persons working in a group cannot be fully satisfied in all respects. The management even cannot satisfy the feeling and ego of all its employees. It is therefore, but natural that workers have grievance against his immediate supervisor or against the management as a whole or against the system practices, which are followed in the organization.

The major disputes may be handed over to the statutory machinery set up under the industrial disputes act 1947, but minor disputes or grievances cannot be referred to the statutory machinery and must be settled by negotiations or by establishing a grievance procedure so that the industrial relation should not be embittered.

Both employees and management are required to arrive at a decision in regard to a grievance within a specified time limit. For a foreman, this limit is between one and three days. At the higher steps, it may be from one to three weeks. An arbitrator is generally allowed a time limit of between two and four weeks, within which he has to give his decisions


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Why Grievance Arise?

There may be several causes of grievances some of them are as follows.

a. Differences of opinion or though b. Position of trade union in the organization c. Demand for welfare facilities d. Doubts and fears in the Mind of workers of management e. Social injustice with the workers f. Policies and procedures, if not followed strictly

Without an analysis of the nature and pattern the causes of employee dissatisfaction cannot be removed. The personal Administration of an organization should go into the details of the Grievances and find out the best possible methods of settling them. The top management and line managers particularly foreman and supervisors, in the formulation and implementation of the policies, programs and procedures which would enable them to handle grievances. These policies, programs and procedures are generally known as the grievance redressal procedure.

A grievance procedure is a formal process, which is preliminary to an arbitration, which enables the partier to attempt to resolve their differences in a peaceful, orderly and expeditious manner. It enables the company and the trade


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union to investigate and discuss the problems at issue without in any interrupting the peaceful and orderly conduct of business.

Pragati


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PROFILE

OF

PRAGATI

ENGINEERING PRIVATE LIMITED

Pragati Engineering Management Services is founded by a team of professional Engineers with the objective to serve the industry by utilizing experience gained in Project Management & Engineering Manpower Supply while working for the engineering companies. Pragati Engineers and Consultants realized way back in 1999, the importance of synergetic effect derived from arranging similar components in different ways. The company identified various opportunities/areas in engineering field where comprehensive packages required by the industry right from consultancy services in the field of engineering project management, maintenance management to machinery manufacturing activities. Accordingly in 1999, the foundation of Pragati Engineers and Consultants was laid with an objective of offering 'One stop Shop' solution for all engineering based needs. Pragati Engineers and Consultants is a common platform and a forum where professionals from various facilities join hand and collectively individually take responsibilities of delivering the desired customers objective.


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Pragati engineering

follow the principle of "Do it right first time and

Dontastu" better than the best every time, which has resulted achieving the full customer satisfaction. Within a short span of few years Pragati has been able to make a name in the areas of project management as well as special purpose machinery manufacturing and reconditioning in rubber related industry. Today the company has a reasonably good satisfied customer base and our endeavour is to expand the horizon by offering quality services at reasonably affordable prices. Pragati engineering

has a full time dedicated team and a set a quality

upgradation system. Shortly the company plan to be an ISO 9000 company. Human Resource is the biggest single factor that decides the difference between big- time success and ordinary achievement. Bearing this in mind, pragati engineering have involved our activities with these core arenas of modern services industry. Pragati engineering are in this core business for last 5 years. Pragati engineering operate within the framework of our core values - professionalism, strong performance ethics, stable structure, honesty and integrity. These practices collectively help us to work towards delivering a commitment given to our clients with the best quality services in the industry. Pragati engineering have a large pool of qualified and experienced engineering manpower covering all major discipline in Engineering, Procurement, Construction, Project Management, Commissioning, and Operation / Maintenance. Our core engineering database of the engineers and designers have had extensive experience both in the design offices and at plant construction sites worldwide and have first hand exposure to working in demanding international environments. PACHAIYAPPA’ S COLLEGE

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Commitment “Pragati engineering will never walk away from the project and the tasks you entrusted to us to fulfill and pragati engineering will always put forth the effort and resources to do whatever it takes to complete and deliver your project on time”

Dedication Pragati engineering are dedicated to serving, satisfying and retaining existing customers

and

to

win

new

ones

through

excellence

performance.

Vision To exceed the client’s expectations by providing innovative, systematic and goal- orientated quality services and solutions to enable them to operate at fullest potential

with

competitive

edge

in

modern

industry.

Mission To provide clients with Efficient, Cost –Effective and Quality services and solutions by continuous review and improvement in our Services and Facilities taking into account the exact needs and expectations of our clients.

Company’s Capabilities •

Consultancy services in the field of project management starting from conceptualization to commissioning, capacity expansions, balancing of


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resources of existing plants. Pragati engineering handle assignments either on turnkey basis or on part responsibility basis. • Consultancy services in the field of maintenance management including annual maintenance contract for the entire plant or critical equipments, shut down maintenance, reconditioning of critical/heavy equipments and automation. • Design, manufacture and supply of special purpose machines including custom built. •

Supply of spare parts including indigenization of spares.

• Supply of materials including special purpose items for all types of industries.

Our business is structured into two verticals: •

Engineering Manpower for EPC, PMC, EPCM Projects

•

Project Management Services

1. ENGINEERING •

Conceptual Engineering

•

Conceptual Design & Study

•

Feasibility Study

•

Front End Engineering Design

•

Basic Engineering

•

Detail Engineering

•

Design Field Engineering

•

Engineering Manuals


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TYPE OF MANPOWER I. II. III.

Design Engineer Designer / Checker Field Engineer / Field Designer

DISCIPLINE - MANPOWER •

Process Design Engineer

•

Thermal / HRSG Design Engineer

•

Furnace / Combustion Design Engineer

•

Pipeline Design Engineer

•

Piping Layout Design Engineer

•

Piping Stress Analysis Engineer

•

Piping Material Engineer

•

Static Design Engineer

•

Rotary Design Engineer

•

Packages Design Engineer

•

Process Equipment Design Engineer

•

Civil Design Engineer

•

Structural Design Engineer

•

Electrical Design Engineer

•

Instrumentation & Control Design Engineer

•

HSE Design Engineer

•

QRA / RCM Engineer


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•

Risk Analysis Engineer

•

Loss Prevention Engineer

•

Fire System Design Engineer

•

HVAC Design Engineer

•

PDS,

PDMS,

SACS,

INTOOLS,

E

RACEWAY,

Process

Simulations Specialist.

2. PROJECT / PROCUREMENT Pragati engineering are Project Management Consultants and provide EPC packages

comprising

of

Engineering,

Procurement,

Erection

and

Commissioning services in parts or on a turnkey basis as per customer requirements. Pragati engineering are ideally suited for handling small and medium sized projects, where the customer can provide basic engineering/ process technology. Pragati engineering also provide other project related services such as Inspection, Expediting, Erection and Commissioning support services for large projects. •

Project Management

•

Contract Management

•

Master plan for the entire project

•

Procurement Management

•

Supply Chain Management

TYPE OF MANPOWER I.

Manager

II.

Engineer

III.

Coordinator


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DISCIPLINE - MANPOWER •

Project Engineer

•

Project Control Engineer

•

Contract Administrator

•

Contract Engineer

•

Proposal Engineer

•

Estimation Engineer

•

Costing Engineer

•

Planning Engineer

•

Schedule Engineer

•

Procurement Engineer

•

Purchase Engineer

•

Bulk Material Buyer

•

Material Coordinator

•

Logistic Coordinator

•

Shipping Coordinator

•

Supply Chain Coordinator

•

Inspection Engineer

•

Expediting Engineer

•

QA / QC Assurance

•

Material Planning & Control


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Scope of the study

The main aim of the study is to identify the grievance and reduce it to a lower rate. The scope of study has been extended to all types of employees both male and female to measure the level of grievance towards pragati engineering private limited.

The survey covers 100 samples and the employees were interviewed and questioner was used to determine the problem that leads to grievance and the data were tabulated and interpreted suggestions were also offered to the management to reduce the grievance.


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The management should take steps to find out the grievance and make the employees to feel comfortable so that the efficiency of the employees is increased.

The chapter gives brief review of the study. This is to have a clear view of the study and the objectives and hypothesis.

The problem of grievance is continuous and the management has to find out the grievance of the employees.


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Objectives of the study



To find out the causes and sources of grievance.

 To analysis the efforts of trade unions for solving the grievance.  To study the time taken to resolve the grievance.  The remedial measures should be taken so as to reduce the rate of the grievance.  To know the behavior and the attitude of the superior. PACHAIYAPPA’ S COLLEGE

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Limitations of the study  The time durations for interviewing were only short period and employees are called while they are at work.  Some respondents hesitated to answer to certain queries.  The employees did not co-operate in order to give true picture.


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 The questionnaire had to explain in the regional language.


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Review of Literature

There is hardly a company or an industrial concern which functions absolutely smoothly at all times. In some, the employees have complaints against their employee: while in others it is the employees who have a grievance against PACHAIYAPPA’ S COLLEGE

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their employees. These grievance may be real or imaginary, valid or invalid, genuine or false. Broadly speaking a complaint affecting one or more workers constitutes a grievance. The complaint may be related to the quantum of wages, the mode of payment, payment for overtime work , leave. Interpretation, of service agreements, working conditions, promotions, seniority, transfers, work assignments, dismissal or discharge, or a complaint against a foreman, against the quality of the plant or the parts used in it, machinery: or the food available in the canteen. “where the points disputes are of a general applicability or are of a considerable magnitude, they fall outside the scope of this procedure, i.e : the grievance handling procedure”. Definitions: Beach as defined a grievance as “ any dissatisfaction or feeling of injustice in connection which one’s employment situation that is brought to the notice of the management”. Flippo says “it is a type of discontent which must always be expressed. A Grievance is usually more formal in character than a complaint. It can be valid or ridiculous, and must grow out of something connected company operation or policy. It must involve as interpretation or application of the provision of the labour contract.

In the opinion of the national commission on labour, “ complaints affecting one or more individual workers in respect of wage payments , overtime, leave, transfer, promotion, seniority, work assignments and discharges constitute Grievance.


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Meaning : According to Michael J. Jucius, the term Grievances means any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company thinks, believes or even feels is unfair, unjust or inequitable.

Causes or Sources Of Grievances: From a practical point of view, it is probably easier to list those items that don’t precipitate Grievance than to list the ones that do just above any factor involving wages, hours or conditions of employment has and can be used as the basis of Grievance. An employee is dissatisfied and labours a Grievance when he feels that there has been an infringement of his rights that his interests have been jeopardized. This sense of Grievance generally arises out of misinterpretation or misapplication of company policies and practices.

Calhoon Observes: “Grievances exist in the minds of individuals, are produced and dissipated by situations, are forted or healed by group pressures, are adjusted or made worse by supervisors, and are nourished or dissolved by the climate in the organization which is affected by all the above factors and by the management.

Characteristics of Grievance: A Grievance may have the following characteristics 1. Factor :


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The employer employee relationship depends upon the job contact in any organizations. This contract indicates the norms defining the limits within which the employee expects the organizations to fulfill his aspirations, needs or expectations. When these legitimate needs of exceptions or aspirations are not fulfilled, the employee will be dissatisfied with the job. Such dissatisfactions are called factual Grievance procedure. 2. Imaginary: When the job contract is not clear-cut does not indicate the norms defining the limits within which the employee expects the organization to fulfill his needs or aspirations, employee develops such needs which the organizations is to oblige to meet. Here Grievances are not based on facts. Even then, the employee feels aggrieved. Normally, the organization does not feel any kind of responsibility for such Grievance and their redressal , because they are based not only on wrong perceptions of the employee but also on wrong information. However such Grievance can have far-reaching consequence and organization because the employees are likely to develop an altogether negative attitude towards the organizations, which decrease their effectiveness and in work. 3. Diguised: In general organization consider the basic requirements of the employees . psychological needs of the employees such as the need for recognition, affections, power, achievement etc, are normally unattended and ignored. Bethel and others have been given typical examples of workers Grievance:


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i.

Concerning wages : a. Demand for individual adjustment: the worker feels that he is underpaid b. Complaints above incentives: piece rates are too low or too complicated c. Mistakes in calculating the wages of the worker

ii.

Concerning supervision: a.

Complaints against discipline : the foreman picks on him: in adequate instruction given for job performance

b. Objection to having a particular foreman: the foreman is playing favorites; the foreman ignores complaints c. Objection to the manner in which the general methods of supervision are used; there are too many rules; regulation are not clearly posted; supervision indulge in a great deal of snooping.

iii.

Concerning individual advancement: a. Complaint that the employee’s record of continuous service has been unfairly broken


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b. Complaints that the claims of senior persons have been ignored; that seriously has been wrongly determined; that younger workers have been promoted ahead of older and more experienced employees c. Charges are made disciplinary discharged are lay-off has been unfair; that the penalty is too severe for the offence that is supposed to have been committed; that the company wanted to get a rid of the employees; hence the charges against him iv.

General working conditions: a.

Complaints about toilet facilities being in adequate; about inadequate and I or dirty lunch rooms

b. Complaints about working condition, which can be easily corrected; overtime is unnecessary; an employee loses too much time because materials are not supplied to him in timing v.

Collective bargaining: The company is attempting to undermine the trade union and the workers who belong to that union the contract with labour has been violated. The company does not deal effectively or expeditiously with union Grievance.

Certain Do’s and Don’ts in Handling Grievance:

Do’s


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1)

Investigate and handle each and every case as though it may eventually result in an arbitration hearing.

2) Talk with the employee about his Grievance gives him a good and full hearing. 3) Get the union to identify specific contractual provisions allegedy and violated . 4) Enforce the contractual time limits. 5) Comply with the contractual time limits for the company to handle a Grievance. 6) Determine whether all the procedural requirements, as dictated by the aggrements have been complied with. 7) Visit the work area where the Grievance arose. 8) Determine if there were any witness. 9) Examine the relavant contract provisions and understand the contract thoroughly. 10)

Determine if there has been equal treatment of employees.

11)

Fully informed your own superior of Grievance matters.

12)

Satisfy the union’s right to relevant information.

Don’t 1)

Apply the Grievance remedy to an improper Grievance.

2) Hold back the remedies if the comply is wrong.


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3) Give long written Grievance answers. 4) Admit the binding effect of part practice. 5) Redistinguish your authority to the union. 6) Make mutual consent aggrements regarding future action. 7) Bargain over items not covered by the contract act. 8) Argue Grievance issues off the work premises. 9) Settle a Grievance when you are in doubt. 10)

Support another supervisor in a hopeless case.

11)

Agree to informal amendments in the contract.

Identification of Grievance: Grievance should be redressed by adopting proactive approach rather than waiting for the Grievance to be brought to the notice of the management. A proactive approach for Grievance redressal helps the management to take action for modifying those factors that are responsible. For the emergence of Grievance while in reactive approach a particular Grievance gets redressed but its underlying problems unless this problem is overcome redressal of a Grievance may be temporary solution. It is often said that a good management redresses Grievance as they arise excellent management anticipates them and prevents them for arising. For

adapting proactive

approach to Grievance management, it is essential to identify the nature of Grievance and the underlying factors. The management can be through four methods of identifying Grievance exit interview, gripe box system opinion surveys and open-door policy. PACHAIYAPPA’ S COLLEGE

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1. Exit interview: An employee may leave the organization either because of his dissatisfaction with the organization or because of greener pasture somewhere else. Exit interview if conducted properly, elicits important information about various aspects of the organizational functioning relevant to employees such information is more valuable than the information elicited by the existing employees as they may not be frank enough to express Themselves fully. They may avoid much relevant information as they see their career linked to the organization and frank expression of their views may jeopardize their career. In an exit interview, there is no such inhibition.

2. Gripe box systems: On the pattern of suggestion box system, the management can use gripe box system to collect information about grievance from the employees. If need be the employees many of encouraged to drop anonymous. Complaints as they may develop a feeling that their identify for reporting complaints many invite victimization especially when the complaints relate to management or supervision styles and other personal matters. This methods more appropriate in them organisation where there is lack of trust and understanding between employees and their supervisors.

3. Opinion surveys: Opinion surveys conducted periodically on the employee related issues provide relevant information about the state of grievance among them, such surveys maybe in the form of morale surveys attitude survey or a more comprehensive PACHAIYAPPA’ S COLLEGE

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survey including all the above aspects. These surveys encourage the employees to express their views more openly as these are conducted by persons who are not the supervisors of the employees, further the employees identify is not disclosed. Alternatives to formal surveys may be group meetings, periodicals interviews, collective bargaining sessions, and informal get-together through which the information about the current state of grievance may be collected.

4. Open door policy: Open door policy implies that the employees are invited to discuss their problem freely and frankly at any tome or drop their complaints to the relevant manager’s room at any tome. The basic objective of an open door policy is to encourage upward communication. However open door policy works effectively when the mangers develop positive approach and keep their roars open physically and psychologically. In large organizations open door policy should be adopted at each successive management level.

Benefits of a Grievance Procedure: 1) It brings Grievance into the open so that management can learn about them and try corrective action.


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2) It helps in preventing grievances from assuming big proportions. The management catches and solve a Grievance before it becomes a dispute. 3) It provides employee formalized means of emotional release for this dissatisfaction. Even if a worker does not use the Grievance system for his own emotional release in a particular situation, he feels better because he knows the system is there to use if he wants to do so. It builds within him a sense of emotional security. 4) It helps in establishing and maintaining a work culture way of life as problems are interpreted in the grievance procedure, the group learn how if is expected to respond to the policies that hare been set up. 5) It acts as a check upon arbitrary and capricious management action. When a manager knows that his actions are subject to challenge and review in a Grievance system he becomes more careful in taking his decisions.

Desirable features of a Grievance Procedure A Grievance procedure should incorporate the following features: 1) Conformity with existing legislation: The procedure should be designed to supplement the existing statutory provision. Where practicable, the procedure can make use of such machinery as the law might have already provided for.

2) Acceptability: The Grievance procedure must be accepted by everybody. In order to be generally acceptable if must ensure PACHAIYAPPA’ S COLLEGE

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(a) A sense of fair-play and justice to the work (b) Reasonable exercise of authority to the manager, and (c) Adequate participation of the union 3) Simplicity: The procedure should be simple enough to be understood by every employee. The step should be as few as possible. Channels for handling Grievance should be carefully developed. Employees must know the authorities to be contacted at various levels. Information about the procedure can be thoroughly disseminated among all employees through pictures, charts, diagrams, etc. 4) Promptness: Speedy settlement of a Grievance is the cornerstone of a sound personal policy. Justice delayed if justice denied. The procedure should aim at a rapid disposal of the Grievance. This can be achieve of by incorporating the following features in the procedure. a) As for as possible Grievance should be settled at the lowest level b) No matter should ordinarily be taken up at more than two level i.e. normally there should be only one appeal c) Different types of grievance may be referred to appropriate authorities. It may be useful to classify grievances as those arising from personnel relationship and others arising out of conditions of employment. In the former case, a grievance should be taken up, in the first instance, with the authority in the line management immediately above the officer against whom the complaint is made. Thereafter, the matter may go to the grievance committee comprising reprehensive of management and worker other grievance should be taken up in the first instance, with the authority PACHAIYAPPA’ S COLLEGE

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designated by the management. Thereafter, a reference may be made to the grievance committee and finally to the top management. d) Time limit should be placed at each step and it should be rigidly followed at each level. 5) Training: In order to ensure effective working of the grievance procedure it is necessary that supervisors and the union representatives are given training in grievance handling. 6) Follow up: The working of the procedure should be reviewed periodically by the personnel department and necessary structural changes introduced to make it more effective.

Point to the remembered when handling a grievance: 1) Every grievance must be considered important no matter how irrelevant or insignificant it is or seems.

2) A grievance should not be postponed in the hop that people will “see the light” themselves. If an executive is tired, in a bad temper, or otherwise feeling out of sorts, he may courteously, apologetically and with regret postpone a grievances hearing, but he should never say something that would never the distrust or enmity of the aggrieved employee.


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3) All grievances should be put in writing. This is necessary to avoid ambiguity and to correctly determine the exact nature of a grievance writing about the ambiguous nature of most grievances, jacius observers that” grievances of today often have their roots in the acts of yesterday and their branchy in the effects of tomorrow. The roots are sometimes difficult to locate, and how the branch will grow, difficult to forecast. But difficult though the task is, it must be tackled as best as one can, else grievance band ling becomes grievance fighting”. A vague grievance will have to be solved over again.

4) All relevant facts about a grievance should be gathered by the management and their proper records maintained this will convince the employees about management’s sincerity integrity and honesty of purpose fell facts will also help the management in reaching fair decision maintenance of records is essential for future reference.

5) The worker should be given free time off to pursue his grievance.

6) Management should make a list of all solutions and later evaluate them one by one interns of their total effect upon the organisation and not solely upon their immediate or individual effect tentative solutions.

7) Decision once reached should be communicated to the employee and acted upon by the management. If the decision is unfavourable its legitimate foundations should be well explained.


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8) Follow – up must be done by the management to determine whether action taken but it has favourable changed the employee’s attitude or not.

Grievance Handling Procedure in Small Company

Union

Company Representativ

Arbitration

Representativ e

e

Step 2

Owner of Manager

Local Union Representative

Step 1

Supervisor

Union Steward

Employee


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Grievance Handling Procedure in Large Company

Union

Company Representativ

Arbitration

Representativ e

e Step 5 Step 4

Regional Union Representative

Company Personnel offiecer

Step 3 Company Union Grievance Committee

Step 2

Step 1

Departmental Head

Chief Steward

Supervisor

Union Steward

Employee


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Grievance Handling Procedures There are Two Procedures of Grievance Handling.

1)Common Procedure: The Steps in the procedure are  Immediate Supervisor  Departmental head or personnel relation officer  Top Executive i.e., General Manager  Grievance Handling Committee. 2) Model Grievance Procedure: The Steps are  Officer-Designate for the purpose  Head of the Department  Grievance Committee  Manager  Appeal to Manager for Revision  Voluntary Arbitration  Formal Conciliation Machinery 3) Grievance Settlement Authority: Every Employee is required to setup a Grievance settlement Authority if he employees 50 or more workers. Only dispute connected with individual worker may be referred either by the worker or trade union to the authority. PACHAIYAPPA’ S COLLEGE

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Research methodology Data Collection: After identifying and defining the research problem and determining specific information required solving the problem, the next step is to look for the type and source of data that may yield the desired results. There are mainly two types of data that a research can collect one is the primary data and the other is the secondary data. Primary data: It forms the major part of the study. Responses obtained from the employees of various designation and department in Balaji distilleries limited formed as the primary source of date. Questionnaires were circulated among the employees so as to collect accurate data and result. Secondary data: The magazines, journals, operation rules and regulation, personnel manuals etc., provided the researches with information on the topic. Approach: Primary data was collect through survey method. Some respondents were asked to fill the questionnaire by themselves and the remaining respondents were interviewed personally. Since the face-to-face interview was conducted to extract data from them. PACHAIYAPPA’ S COLLEGE

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Questionnaire design: The questionnaire designed was based on a structured format and there were both open ended and closed question, which was very clear to the respondents.

Data analysis: The data so collected through questionnaire were tabulated and analyzed. Appropriate statistical tools were also applied to yield accurate results. Statistical tools description: The researches used the following tools to analyze the data i.

Chi-square test

ii.

Percentage method

iii.

Weighted average method

iv.

Correlation

Percentage method: Percentage refers to a special kind of ration. Percentages are used in making comparison between two or more series of data. Percentages are used to describe relationship. Percentages can also be used to compare the relative terms the distribution of two or more series of data Percentage= No. Of Respondent/Total no. Of Respondent (100) Chi-square test: The ᴪ2 = ∑ (O-E)2 \ E O - Observed Frequency PACHAIYAPPA’ S COLLEGE

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E - Expected frequency E=(RT*CT)/ N RT= The row total for the row containing cell CT= The column total for the column containing the cell N= The Total No. Of observations The quality ᴪ2 describes the magnitude of the discrepancy between theory and observations. The calculated value of ᴪ2 is compared with the value ᴪ2 for given degrees of freedom at a certain specified level of significance. If the calculated value of ᴪ2 is more than table value of ᴪ2 the difference between theory and observations on considered to be signification. If one of the other hands the calculated value of ᴪ2 is less than the table value the difference between theory and observations is not considered as significant.

Uses: a. It is used as a test of independence. b. It is used to test goodness of fit.

Weighted Average method: Weighted average is assigning weight of different relative item. The weight stands for the relative importance for the different items. The formula for computing weighted average is XW=E(wx) / EW


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Where XW represents the weighted average X represent then variable values is x1,x2....xn. W represents weights attached to variable values is w1,w2....wn.

Correlation: Correlation analysis is used in measuring the closeness of relationship between the two variables. It mainly determines the existence of the relationship and tests it significantly and establishes a cause and effect relationship. The Pearson co-efficient of correlation is denoted by the symbol r. It is one of the very few symbols that is used universally for describing the degree of correlation between two series. The formula for computing Pearson r is r=∑ xy / ∑x2x∑y2 Where x=(x-x) any y=(y-y)


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Analysis and Interpretations Table-1 Classification of Employees (Age wise) S.NO

OPTIONS

NO OF

PERCENTAGE

RESPONDENTS 1

20 – 35


55

55 % - 47

2

35 – 50

35

35%

3

50 above

10

10%

TOTAL

100

100%

Inference: The table shows that 55 % of the respondents fall under the age group of 20 – 35 and 35% of the respondents are under the age group of 35 – 50 and 10% of the respondents are above 50.

CHART - 1 Classification of Employees


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Age Group

Table-2 Work experience


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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

1 - 10

20

20

2

11 - 20

80

80

3

21 – 30

-

-

4

30 & above

-

-

Total

100

100

Inference: The table shows that 20% of respondents basically 1 – 10 years of experience in the organization and 80% of the respondents are 11 – 20 years of experience.

CHART - 2 Work experience


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Age Group

Table-3 Classification of employees PACHAIYAPPA’ S COLLEGE

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(gender wise) S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

male

60

60

2

female

40

40

Total

100

100

Inference: The table estimates that 60% of the respondents are male and 40% of the respondents are female.

CHART - 3 Classification of employees (gender wise) PACHAIYAPPA’ S COLLEGE

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Table-4 Opinion about physical working condition S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Satisfied


49

49

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2

Partly satisfied

41

41

3

Dissatisfied

10

10

Total

100

100

Inference: The estimates that 49 % of the respondents are satisfied with physical working condition and 41 % of the respondents are partly satisfied and 10% of the respondents are dissatisfied.

CHART - 4 Opinion about physical working condition


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Table-5 PACHAIYAPPA’ S COLLEGE

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Wage satisfaction level S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Accepted

79

79

2

Not accepted

21

21

Total

100

100

Inference: The table shows that 79% of the respondents are accepted with their wages given by the management and 21% of the respondents are not accepted.

CHART - 5

Wage satisfaction level PACHAIYAPPA’ S COLLEGE

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Table-6 Employees work load PACHAIYAPPA’ S COLLEGE

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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Very high

20

20

2

High

25

25

3

Normal

55

55

Total

100

100

Inference: The estimates that 20% of the respondents are having very high work load and 25% of the respondents are having high work load and remaining 55% of the respondents are having normal work load.

CHART - 6 Employees work load


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Table-7 Welfare facilities Options PACHAIYAPPA’ S COLLEGE

Excellent

Good

Fair - 59

Canteen

66

34

10

Restroom

53

33

14

Medical

61

23

11

Tool: Weighted mean Canteen

=66+68+30/100=1.64

Rest room =53+66+42/100=1.61 Medical

=61+56+33/100=1.50

Inference: The above shows that highest value of 1.64 of the respondents feels that canteen facility is excellent. 1.50 of the respondents feels that medical facility is moderate.

Table-8 Duration to settle the grievance


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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Less than 15 days

49

49

2

15-30 days

36

36

3

30-40 days

15

15

Total

100

100

Inference: The table estimates that 49% of the respondents says that their grievance are settled in less than 15 days and 36% of the respondents says that their grievance are settled in 15-30 days and 15% of the respondents says that their grievance are settled in 3040 days.

CHART - 7 Duration to settle the grievance


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Table-9 Relationship with supervisor

S.NO

OPTIONS


NO. OF

PERCENTAGE - 62

RESPONDENTS 1

Good

31

31

2

Fair

54

54

3

Poor

15

15

Total

100

100

Inference: The table shows 54% of the respondents are agree with the behavior of supervisor is fair and 31% of the respondents are agree with the behavior of supervisor is good and 15% of the respondents are agree with the behavior of supervisor is poor.

CHART - 8 Relationship with supervisor


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Table-10 Opportunity to express feeling and dissatisfaction S.NO

OPTIONS


NO. OF

PERCENTAGE - 64

RESPONDENTS 1

Allowed

70

70

2

Not Allowed

30

30

Total

100

100

Inference: 70% of the respondents are agreeing that the management given an opportunity to express feelin and dissatisfaction and the remaining 30% are not agreed.

CHART - 9 Opportunity to express feeling and dissatisfaction


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Table-11 Relationship with colleagues PACHAIYAPPA’ S COLLEGE

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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Very Good

55

55

2

Good

46

46

3

Fair

9

9

Total

100

100

Inference: The table estimates that 55% of the respondents feel very good about their colleagues and 46% of the respondents feel good about their colleagues and 9% of the respondents feel fair about their colleagues.

CHART - 10 Relationship with colleagues


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Table-12 Relationship with workers and management


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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Very Good

60

60

2

Good

29

29

3

Satisfactory

11

11

Total

100

100

Inference: The table estimates that 60% of the respondents have very good relation with the workers and management and 29% of the respondents have good relation with the workers and management and 11% of the respondents have satisfactory with their relation .

CHART - 11 Relationship with workers and management


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Table-13 Correlation with education qualification and career development program PACHAIYAPPA’ S COLLEGE

- 70

EDUCATIONAL

CAREER DEVELOPMENT PROGRAM

QUALIFICATION

YES

NO

TOTAL

10th

34

15

49

IIT/diploma

19

11

30

UG

11

2

13

PG

5

3

8

Total

69

31

100

Karl peason’s co-efficient of correlation is used to identify relationship if any between employee qualification and career development.

X

y

X-X

X2

y-y

Y2

Xy

34

15

16.75

280.56

7.25

52.56

121.44

19

11

1.75

3.06

3.25

10.56

5.69

11

2

-6.25

39.06

-5.75

33.06

35.94

5

3

-12.25

150.06

-4.75

22.56

58.19


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69

31

472.74

1128.7

221.26

4

X=∑x/n=69/4 Y=∑y/n=7.75 r=∑xy/ ∑x2. ∑y2

=> 221.26/ 472.74*118.74

=221.26/ 56133.15 =>221.26/236.92 R=0.934

Inference: The correlation value is found to be 0.934. there is a positive correlation between educational qualification and career development programs.

Table-14 Regarding distribution of overtime S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Yes

63

63

2

No

37

37


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Total

100

100

Inference: The table shows 63% of the respondents are agree with the reasonable distribution of overtime and 37% are not agreed.

CHART - 12 Regarding distribution of overtime


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Table-15 Regarding distribution of leave facility PACHAIYAPPA’ S COLLEGE

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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Yes

66

66

2

No

34

34

Total

100

100

Inference: 66% of the respondents are agree with the satisfaction of leave facility available to them and 34% of the respondents are not agreed.

CHART - 12 Regarding distribution of leave facility


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Table-16 Opinion about remedial measures PACHAIYAPPA’ S COLLEGE

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S.NO

OPTIONS

NO. OF

PERCENTAGE

RESPONDENTS 1

Routine meeting with

39

39

regard to grievance 2

Proper counseling

15

15

3

Settlement of grievance

56

56

100

100

should be prompt Total

Inference: 56% of the respondents need settlement of grievance should be prompt and 39% of the respondents need routine meeting with regard to grievance and 15% of the respondents need proper counseling.

CHART - 13 Opinion about remedial measures


- 77


- 78


- 79

Findings and observations 1. Most of the respondents feel under the age group of 20 to 35 years. PACHAIYAPPA’ S COLLEGE

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2. Majority of the respondents were found to be male. 3. More than half of the respondents are satisfied with the present job. 4. 79% of the respondents are satisfied with the wages. 5. Welfare facilities like canteen facility highly satisfied when compared to rest room facility. 6. About 55% of the respondents have normal work load. 7. Leave facility is satisfactory at the rate of 66%. 8. Distribution of overtime is reasonable at the rate of 63%. 9. Most of the respondents need the settlement of grievance should be prompt. 10.Commenting about the functioning of trade union 49% of them are favored for effectiveness of the trade union. 11.75% of the respondents are agree with that the union is participate in solving grievance. 12.Normally it takes less than 15 days to settle their grievance. 13.Most of the respondent’s need their grievance should be settled in 1 -3 days. 14.Relationship with supervisor is fair. 15.Relationship with colleagues is good. 16.There is very good relationship between workers and the management. 17.More than half of the respondents are agree with proper career development program of the company.


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18.80% of the respondents have the work experience of 11-20 years. 19.Nearly 50% of the respondents are below Graduate. 20.49% of the respondents are satisfied with the physical working condition.


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- 83

Suggestions  Conducting meeting at proper interval.  Proper counseling should be done to get rid of their personal.  The working condition can be improved.  Work load of the employees can be optimum.  The welfare facilities like medical facility can be improved.  The employees can further educated by proper training of development program.  The over time can be reasonably distributed.  The union should enhance their participation in the grievance.


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 Employees are in need of proper career development should be conducted at the regular intervals.  21% of the employees are not satisfied with the salary so measures can be taken to satisfy them.  The settlement of the grievance should be prompt.  The management should be impartial with workers express their feelings and dissatisfaction.  The supervisors and union representatives must undertake human relationship.


- 85


- 86

Conclusion Prompt and effective handling of grievance is the key to industrial peace. Grievance should be resolved and eased long before they assume character of an open conflict. PACHAIYAPPA’ S COLLEGE

- 87

The grievance should be open so that management can learn about them and try corrective action. For an established organization “ Pragati engineering private limited” they can always try to improve their standard by making good psychological relationship with employees and by solving employee’s problems not only in the industrial but also in the family. The action taken by the management should make the employees change their character but not to confuse the life of the employees. So the handling of grievance by the Pragati engineering private limited must be improved so as to induce a more comfortable working climate of the employees.


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- 89

Bibliography Human resource management - l.m.prasad Personnel/human resource management - p.subba rao v.s.p. rao personnel management

- c.b.mamoria

personnel management and industrial relationship - p.c.tripati research methodology – c.r.kothari statistical methods – s.p.gupta


- 90


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Questionnaire An analytical study on grievance of the employees

1. Name :

2. Age

:

a) 20-35(

) b) 35-50(

) c)50&above (

)

3. How long have you been in this organization ? a)1-10(

) b)11-20(

) c)21-30(

) d)30&above(

)

4. sex : a)male(

) b)female(

)

5.Educational Qualification: a)10th (

) b)ITI/diploma(

d) postgraduate(

) c)undergraduate ( )

)

6. what is your opinion about physical working condition? a)satisfied(

)

b)partly satisfied(

)

c)dissatisfied(

)

7.Are you satisfied with the job? a)satisfied(

)

b)dissatisfied(

)

8.Are satisfied with the wages given by the management? PACHAIYAPPA’ S COLLEGE

- 92

a)accepted(

)

b)not accepted(

)

9.what do you think about the work load? a)very high(

)

b)high(

) c)normal(

)

10.how about the facilities given by the management?

Facilities

Good

Satisfied

Not bad

Canteen Rest room Medical

11.mention the duration normally takes to settle the grievance? a)less than 15(

) b)15-30(

) c)30-45(

)

12.how much time that you feel to settle the grievance? a)1-3days(

)

b)3-5days(

)

c)5-8days(

)

13.how do your supervisor act and respond in the work spot? a)good(

)

b)fair(

)

c)poor(

)

14.state your opinion about the following relationship? i)relation with your colleagues a)very good(

)

b)good(

)

c)fair(

)

ii)workers and management


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a)very good(

)

b)good(

)

c)satisfactory(

)

15.does the company provides proper career development program? a)yes(

)

b)no(

)

16.does the management given an opportunity to express your feelings and dissatisfaction? a)allowed(

)

b)not allowed(

)

17.what do you feel about the functioning of trade union? a)effective(

)

b)not effective(

)

c)partially effective(

)

18.does the union have adequate participation in the grievance? a)yes(

)

b)no(

)

19.is over time reasonably distributed? a)yes(

)

b)no(

)

20.is the leave facility is satisfactory? a)yes(

)

b)no(

)

21.state your opinion about the following remedial measures? a)routine meeting with regard to the grievance( b)proper counseling(

)

c)settlement of grievance should be prompt(


)

)

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grievance of employees project

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