A study on grievance management system conducted at abc pvt ltd
1. Grievance Management System
1.Introduction
1.1Title of the Study
A study on “Grievance Management System” at ABC private Limited,
Hassan.
No human being can ever be satisfied on all accounts. The same applies to
employees working in organisations who may not be satisfied with all aspects of
their working life such as working conditions or terms of employment, wages,
payment of overtime, bonus, leave, transfer, promotion, canteen facility, equipment,
behaviour of managers, supervisors and colleagues, HR policies and practices,etc.
Some of the dissatisfaction is based upon genuine causes but some of them are
not real and are created by the employees only to blame others. This dissatisfaction
is called grievance.
A grievance is a feeling of dissatisfaction whether expressed or not,
whether valid or not, arising out of anything connected with the organisation which
an employee thinks, believes or even feels to be unfair, unjust or inequitable.
1.2 Objectives of the study
1. To study the grievance management
2. To improve the current grievance management system
3. To know whether the employees are satisfied with the current grievance
management and how they are benefited.
4. To improvise the current problems in the current grievance procedure
5. To know the process of reporting mechanism of grievances of employees
6. To know the grievance of the employee
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1.3 Scope of the study
The scope of the study is extended only to the employees working in the ABC pvt ltd
Hassan. It does not cover employees working in other divisions of ABC in other cities. To
fulfill the objectives of this research, the study is undertaken to analyze the grievance
management system followed at ABC pvt ltd Hassan.
1.4 Methodology
Primary as well as secondary data was used to collect information on the area of the
study.
a. Primary data-
Questionnaires were personally administered to the employees of ABC private
Ltd.
b. Secondary data-
Internal data has been collected from the manuals and records of the
organization.
External data was collected through the company, website, books on Human
Resource Management and journals.
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1.5 Sampling plan
Random sampling was used to get samples at ABC pvt., Ltd to study the
grievance management system
Sample of 70 employees was taken as sample respondents for the purpose of the
study.
1.6 Tools and techniques for collection of data
Primary data was collected through the means of questionnaire and the questionnaire was
administered to the respondents of the company. On the basis of the tables, the facts
are represented in the form of various charts.
1.7 Plan of Analysis
The data is collected in a organized and systematic manner.
The data is collected and classified by random sampling method.
The classified data is tabulated and calculated into percentages.
The data is interpreted for getting results required for the research study.
The tabulated data is shown in the form of various charts for better
understanding.
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1.8 Problem Statement
• The research study is limited to a small sample size.
• It is subject to lack of full support from the respondents to reveal the
exact information due to some prejudices.
• The entire population of the factory was not interviewed due to time
constraints.
• The conclusions are based on the assumption that the answers given by the
employees are true and adequate.
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2.1 INDUSTRY PROFILE
2.1.1 PROFILE OF ABC Pvt.,Ltd.,
Coffee is one of the healthy drinks among all the beverages. If we think about
refreshment, coffee is the first thing comes to our mind. In rainy and winter seasons the
usage of coffee is more and it has become a part of human beings life. Caffeine is a
substance found in coffee plants, which stimulates the central nervous system.
Before 1200 A.D., the coffee industry had spread along the red sea to Aden and
cargo in Ethiopia. Then coffee was sold through Mediterranean Sea. Most pilgrims had
started to cultivate coffee in India about 1600 A.D. Large scale coffee cultivation started
in Brazil. In 1729 A.D., it produced 200,000 bags and in 1825 A.D., it was 3 million
bags. After 80 years, they started coffee export and reached 4 million bags. Brazil coffee
market reached surplus because of uncontrolled production and cultivation of coffee. In
past 20 years coffee trade from Africa has grown more rapidly than elsewhere and
contributed rapidly to the growing surplus. The Central American countries have
increased their share to world coffee exports from about 5% in 1990 A.D to about 14% in
1970. This growth had occurred with mild coffees, which command and favorable. The
highest consumption of coffee is recorded in the U.S which had about 450 million
consumers and the rest of the world about 2450 million consumers.
Today 25 million people worldwide are provided with direct employment in
coffee and considering the farmers and the employment effect of coffee related services at
least 100 million people depend in coffee as major source of income.
The world coffee production in 1999-2000 forecast at the rate of a 107.5 million bag
and that is 14% above the revised 1998-99 crop and up 3% on the previous record of
1997-98. Brazil’s 1998-99 products are forecasted at the rate of 35.8 million bags and
Columbia at the rate of 11.0 million bags. These two countries will account for
approximately 44% of the world’s production, which is normally 36-37%. North
American producing countries including Central America produces 20% of the world’s
coffee production.
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In 1990, world production was 93 million bags. Where world’s domestic
consumption was 21.5 million bags and world’s exportable production is 71.5 million
bags. In 1990 Arabica captures 75.5% of the world production and rest 24.3% followed
by Robusta.
Today coffee grown and exported by own to developing countries in the world. It is
estimated that in 2002, over 95 million bags of coffee were consumed world wide. Of
these, 21.5 million bags were consumed in coffee producing countries themselves while
over 73.9 million bags were consumed in importing in 2001, which is followed by
countries like German, France, Japan, UAE, and Italy.
Here we have concentrated on coffee, which is considered as a traditional drinks
especially in south India. People here start their everyday life with a cup of coffee. Not
only in south India but in all parts of the world people are so dependent and addicted to
coffee that it acts as a daily schedule to everybody everywhere. But this coffee is not
grown in all parts of the world but is grown in very few places with right kind or weather,
atmosphere and most important of all, the soil of that region. It is usually grown in hill
stations with adequate amount of rainfall and such places, which are high above sea level.
Therefore in India, Karnataka is such a place, especially South Karnataka that produces
the highest amount of coffee in whole India. Most parts of Karnataka such as
Chikmagalur district and many parts in Hassan District, and also Coorg.
So people here feel proud to be citizen of such place where coffee takes its
birth. So that being the main reason, I have concentrated on a organization which has its
roots spread very vast in coffee industry and is a major player in worlds import/export of
coffee and deals in coffee beans curing activities present in Hassan.
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2.1.2 COFFEE INDUSTRY IN INDIA
Indian coffee industry is defiantly a huge sized industry which plays a very major
role in the world market of coffee. India at present is in 8th place in its contribution of
coffee and its plantation in the whole world and 1st place being Brazil.
But not all parts of India produces coffee. It is grown mostly in south India and
highest part of its growth from the whole India is in Karnataka, that is from districts of
Hassan, Chickmagalur and Coorg. Rest is grown in states of Tamilnadu, Andrapradesh,
Kerla and other northern parts such as Sikkim and Nagaland.
So as shown in the next table about the quantity of coffee that is produced in
the whole India we come to know that the whole output of India is 2.88 lack tones coffee
per annul, more than 2 lack tones is grown only in Karnataka and rest in other parts of
India as mentioned in the table below. So among 2.06 lack tones of whole Karnataka’s
coffee production, ABCTCL has a huge contribution to coffee exports among the many
competitors in the same business as mentioned earlier.
2.1.3 COFFEE CONSUMPTION IN INDIA:
Per capita consumption of coffee in India is 59gms per annum. In southern region,
the coffee consumption is 250gms per capita per annum compared to only 4gms in
northern region. In northern India, per capita coffee consumption is one cup in a whole
year. Filter coffee has been a part of tradition and culture of south India. It is inconvenient
to brew filter coffee, which is less popular in tea drinking northern regions. Pure instant
coffee is consumed in north India. Also, urban consumers, who are not daily drinkers of
coffee, prefer pure instant coffee.
There is a reasonable degree of price sensitivity and consumer switched to other
beverages such as chicory blend coffee and even tea.
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2.1.4 CONSUMERS AWARENESS AND PENETRATION:
In comparison to tea, penetration of coffee is significantly
low at 8.8% at all India level and coffee penetration is relatively
high at 17.1% in urban areas compare to only 5.6% in rural areas.
The rural penetration is represented by south India. In other parts
of rural India, penetration is negligible.
Per capita consumption of coffee is 8 kg in Germany and 11 kg in Switzerland.
Per capita consumption in north India is mere 4Gms as compared to 240Gms in south
India. Karnataka, Tamilnadu, Kerala and Andrapradesh are the major coffee consuming
States in India. The present average per capita consumption is estimated to be Grams per
annum.
Since it is a export oriented unit, it exports its coffee beans to many parts of the word.
ABCTCL exports has been one of the largest coffee export shipping close to half million
bags in volume.
The clients of ABCTCL include world’s biggest and most discerning
roasters MNCs, trading companies and retail chains. But the major market of export of
ABCTCL is Europe.
About 98% of the whole export of ABCTCL is done to most of the European
countries and in these European countries some of the biggest customers of ABCTCL are
situated.
The rest of the 2% of its exports is carried with USA, Japan and Middle East. These
countries import coffee beans from ABCTCL and further process these beans and
produce many varieties of coffee for their market.
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2.2 COMPANY PROFILE
2.2.1 Background & Inception of the Company:
Amalgamated Bean Coffee Trading Company Limited is an entrepreneurial venture of its
chairman Mr. V G Siddhartha. His passion with the coffee coupled with the opportunity
provided by the deregulation of the coffee board in 1993 created the perfect timing for the
launch of this company. The visionary chairman Mr. Siddharth could foresee the demand
for Indian coffee abroad and ABC Trading Company Ltd began exporting coffee to
coffee-connoisseurs across USA, Europe and Japan. The ‘Coffee Day’ as brand was born
in the year 1994. In the year 2000, coffee day exported more than 27,000 bags of coffee
valued at US$60Mn and for second time, in a short span of 7years, retained its position as
the largest coffee exporter of India. In the short journey of 13 years, the company has
grown into six divisions and has overtaken one milestone after another without looking
back. Mr. V G Siddharth, the chairman has vision to further expand ABC Trading
Company Ltd in the domestic and overseas market.
The curing activities of coffee take place in Chikmagalur and Hassan, each with a storage
capacity of 70,000 tons
All the domestic dealings of India are managed by offices of ABCTCL which are located
in places like Delhi, Chennai, Kolkata and also in for off places such as Shimla and
Assam.
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As per the chart the works fields of ABCTCL are divided into seven major divisions they
are:
Café coffee day
Exports
Beverages
Fresh & grounds
Express
Packaging
Plantations
2.2.3 CAFÉ COFFEE DAY
One of the most common names here today is one of the greatest achievements of
ABCTCL.
As known to everyone café coffee day are the café shops managed by ABCTCL
and present in large number in all parts of India today. The brains behind success of café
coffee day is one person: Mr. Naresh Malhothra, the president of café coffee day division.
It’s because of his dream to make people all over the world get wide range of coffee
product at affordable prices; we have more than 600 café coffee day outlets in India
today.
The whole café coffee day management is done by corporate office of ABCTCL in
Bangalore through a wide network followed by //
State Managers
General Managers
City Managers
Café coffee day outlet Managers
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2.2.4 BEVERAGES
Beverages in the general sense mean any hot refreshment drinks. So under
beverages department of ABCTCL, it deals with coffee machines which prepare these
beverages such as black coffee, regular filter coffee, instant coffee etc..
These machines are automated and require some raw materials to be fed in it
before the preparation of coffee. After that just by the press of a button people can get
different types of coffee ready to drink.
So these department is concerned with selling of such coffee machines which are
used in most of the offices and other work places with ready hot coffees for people who
work there as and when they require it.
These coffee machines create a huge market for ABCTCL which help in
spreading coffee products of ABCTCL all over India. So separate department for selling
and maintenance of these coffee machines is managed again with same chain of president
and manager who concentrate only in this division.
As the name indicates, it is the raw cherry which is grown in these 2 types of plants.
They are directly purchased and brought to ABCTCL in a ripe cherry form and
even removing the bean from the cherry is done by ABCTCL, head office, Hassan &
Chikmagalur after bringing to ABCTCL. Here the work will be more to this curing works
as it is brought in raw form
Arabica is grown from December to March and these four months are considered
the best season for growing Arabic and plucking. Most of Arabica beans are exported to
USA (New York)
Robusta season is from Feb/Mar to May every year and considered best for these
beans (coffee). Most of Robusta coffee is exported to U.K (London)
.
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2.2.6 Production Process
♦ The dried coffee is transferred to hulling machines. These CNC machines carry on
the process of DEHASKING, that is removal of the skin from coffee beans and
the skin is removed as waste.
These machines are 3 in numbers and 1 is imported from Buler Comp,
Germany costing Rs. 40 lacks. Other 2 are Indian made & costs Rs. 25 lacks each.
♦ Next polishing of coffee beans takes place to bring the smooth texture and shiny
look in coffee beans.
♦ After that these polished coffee beans enter a color sorting machine which
differentiates green coffee beans from black.
Green coffee is more costly and is considered as proper bread with good
quality whereas black beans are considered as low quality coffee.
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2.2.7 ACHIEVEMENTS/AWARDS
The company had received many awards and accolades in its 13 years
journey.
1. Café coffee day was named Food Services Retailer of the year at the
ICICI Bank retail excellence Award function in 2005.
2. It was named as Exclusive Brad Retailer of the year at the same function
in the year 2005.
3. The company was rated No 3 food services brand in Business World in
2004.
4. It was rated No 3 in Brand Equity Survey in the same year 2004.
5. Café Coffee Day was ranked 3rd best Retail F&B Chain in India in the
Brand Equity Survey in the year 2004.
6. Mr. V G Siddharth, Chairman (Amalgamated Bean Coffee Trading
Company Ltd) received the “Economic times – Entrepreneur of the
year 2003” award.
7. Café Coffee Day has had a hat trick victory in the India Barista
Championship, for 3 years 2002, 03, 04.
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YEAR AWARD
1999-2000 Top exporter of green coffee
2000 Top exporter of coffee to the region:
U.S.A
2000-2001 Top Exporter Of Coffee To The Region:
European Union
2.2.8 SWOT ANALYSIS
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STRENGTHS:
The biggest strength of ABCTCL is that it is the only company in coffee
industry with a complete chain of coffee operations.
ABCTCL carries its operations right from the growing of coffee to the
consumption of coffee by the final consumer.
It grows coffee in its own land, procures it, carries productions, exports it,
produces ready coffee products and has also conquered the domestic market.
All its competitors are indulged only in few activities but ABCTCL manages a
complete chain of its operation.
Among ABC's biggest strengths are the two curing works, strategically
located in Chikmagalur and Hassan with a combined installed capacity of 1
million bags.
Ensuring quality and efficiency.
A highly disciplined and dedicated network
vertically integrated infrastructure
WEAKNESS
There are no major weaknesses but one of its weakness is the higher quality
coffees in the world market such as Brazilian coffeKenyan coffee etc.. which are of the
best quality and rate in the world market of coffee.
OPPORTUNITIES
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The overseas market demand for coffee is one of the biggest opportunities
for ABCTCL.
The demand by European countries and many other countries of the world
for Indian coffee has created and also creates huge market in future.
Globalization and liberalization has played a very important role in these
overseas dealings of ABCTCL.
THREATS
New entrants in Indian market for coffee is one of the biggest threat for
ABCTCL for example :- STAR BUCKS, a company from USA is trying
very hard to enter the Indian market and trying to take over the café coffee
day outlets of ABCTCL.
It is a very big company and has high quality standards.
However it has not yet been a possibility because of its high costs.
Other than that here is a threat of changing quality of coffee and its rates
due to natural reasons.
Change in money value in foreign exchange is also a threat to ABCTCL.
3. HUMAN RESOURCE MANAGEMENT
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3.1Introduction
Different terms are used to denote human resource management they are : Labour
management, labour administration, labour management relations, employee employer
relations, industrial relations, personal administration, personnel management and like
these terms can be widely the basic nature of distinction lies in the spoke are
coverage and evolutionary stage.
3.2 Meaning
Human resource management means employing people, developing their
resources, utilizing, maintaining and compensating their services in tune with the
job and organizational requirements.
Human resource management is concerned with the management of people
in organisations. It represents that part of an organization’s activities concerned
with the recruitment, development and management of its employees. Managing
human resources is an integral part of general management and is critical to the
success of all types of organizations. Human resources are the essential constituents in
any organization .
No organization stands on its own without them.
Thus, human resource management is the process of acquiring, training,
developing, motivating and evaluating a sufficient number of employees to perform
the activities required for an organization’s objectives, generation of satisfaction and
optimal productivity and effectiveness of employees. The primary functions of
human resource management are human resource planning, recruitment and
selection, training and management development, performance appraisal, compensation
and providing employee benefits and satisfaction. Therefore, human resource
management comprises the activities.
3.3 Definitions
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According to Ronald J. Ebert, “Human Resource Management refers to attracting,
developing and maintaining an effective workforce”
According to Wood and Wall ,” Human Resource Management is a term used to
represent that part of an organization’s activities concerned with the recruitment,
development and management of its employees.
According to P.S Van Dyk “ Human Resource Management signifies a process of
management whereby a sustained synergy is maintained between the employees, the
assigned task, the organization and the environment. This is to ensure that
organizational goals are attained and the employee achieves a competent level of
performance and an agreeable degree of gratification.
According to Michael Armstrong and Angela Baron “ Human Resource
Management can be defined as a strategic and coherent approach to the
management of an organization’s most valued assets-the people working there who
individually and collectively contribute to the achievement of its objectives for
sustainable competitive advantage”
3.4 Nature of HRM
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Human resource management is a process of bringing people and
organisations together so that the goals of each are met. It tries to secure the best
from people by winning their wholehearted cooperation. It may be defined as the
art of procuring, developing and maintaining competent workforce to achieve the
goals of an organisation in an effective and efficient manner.
It has the following features:
Pervasive force
Action Oriented
Individually Oriented
People Oriented
Future Oriented
Development Oriented
Integrating mechanism
Comprehensive function
Auxiliary service
Inter-disciplinary function
3.5 Characteristics of Human Resource Management
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HRM is an organization wide strategic activity
HRM is goal- oriented rather than established/maintenance focused.
HRM seeks to develop individual capacity and capability in order to
contribute their best to the organization.
HRM is a people oriented process for assimilating individual efforts with
organization’s competitive priorities
HRM emphasizes individual as a core element of its competitive strategy
HRM is an integrating and integrative framework which links people
resources, business process and customers effectively
HRM is an ongoing set of activities and requires commitment of top
management
3.6 Scope of HRM
The scope of HRM is very wide Research in behavioural sciences, new trends in
managing knowledge workers and advances in the field of training have explained
the scope of HR function in recent years.The Indian Institute of Personnel
Management has specified the scope of HRM thus:
Personnel aspect: This is concerned with manpower planning, recruitment, selection,
placement, transfer, promotion, training and development, lay off and retrenchment,
remuneration, incentives, productivity, etc.
Welfare aspect: It deals with working conditions and amenities such as canteens,
crèches, rest and lunch rooms , housing transport, medical assistance, education, health
and safety, recreation facilities, etc.
Industrial relation aspect: This covers union- management relations, joint
consultation, collective bargaining, grievance and disciplinary procedures, settlement
of disputes, etc.
3.7 Objectives of HRM
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To help the organisation reach its goals
To employ the skills and abilities of the workforce efficiently
To provide the organisation with well-trained and well-motivated employees
To increase to the fullest the employee’s job satisfaction and self-
actualization
To develop and maintain a quality of work life
To communicate HR policies to all employees
To be ethically and socially responsive to the needs of society.
To facilitate in maintenance of cordial relationship between management
and employees.
To devise programmes for meeting economic, social and psychological needs
of the employees.
To create an enabling climate in which employees are inspired to harness
and deploy their skills and competencies to the fullest.
3.8 Importance of HRM
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People have always been central to organisations, but their strategic importance is
growing in today’s knowledge-based industries. An organization’s success
increasingly depends on the knowledge, skills and abilities (KSAs) of employees,
particularly as they help establish a set of competencies that distinguish an
organisation from its competitors. With appropriate HR policies and practices an
organisation can hire, develop and utilize best brains in the marketplace, realise its
professed goals and deliver results better than others.
At the Enterprise level
At the Individual level
At the National level
At the enterprise level:
Good human resource practices can help in attracting and retaining the best people
in the organisation. Planning alerts the company to the types of people it will
need in the short, medium and long run.
It helps in training people for challenging roles, developing right attitudes towards
the job and the company, promoting team spirit among employees and developing
loyalty and commitement through appropriate reward schemes.
At the individual level:
It promotes team work and team spirit among employees
It offers excellent growth opportunities to people who have the potential to rise
It allows people to work with diligence and commitement
At the society level
Employment opportunities multiply
Scarce talents are put to use. Companies that pay and treat people always race
ahead of others and deliver excellent results
At the national level
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Effective use of human resources helps in exploitation of natural, physical and
financial resources in a better way. People with right skills, proper attitudes and
appropriate values help the nation to get ahead and compete with the best in
the world leading to better standard of living and better employment.
• Attract and retain talent
• Train people for challenging roles
• Develop skills and competencies
• Increase productivity and profits
• Improve job satisfaction
• Enhance standard of living and generate employment opportunities.
• Human resources help in transforming the lifeless factors of production into
useful product.
3.9 Influencing factors of HRM
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Size of the workforce
Composition of workforce
Employee expectations
Changes in technology
Life- style change
Environmental challenges
Personnel functions in future
Job redesign
Career opportunities
Productivity
Recruitment and Selection
Training and Development
Rewards
Safety and welfare
Changes in 21st century impacting HRM
HR as a spacing board for success
Talent hunting, developing and retaining
Lean and mean organisation
Labour relations and health care benefits.
3.10 A Study on Grievance Management System
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Introduction
Every employee has certain expectations which he thinks must be fulfilled
by the organisation he is working for. When the organisation fails to do this, he
develops a feeling of discontent or dissatisfaction. When an employee feels that
something is unfair in the organisation, he is said to have a grievance.
Grievance is any discontent or dissatisfaction, whether expressed or not,
whether valid or not, arising out of anything connected with the company which an
employee thinks, believes and even feels to be unfair, unjust or inequitable.
Concept
The term “grievance” is used to designate claims by workers of a trade
union concerning their individual or collective rights under an applicable collective
agreement, individual contract of employment, law, regulations, work rules, customer
or usage. Such claims involve questions relating to the INTERPRETATION or
application of the rules.
The term “grievance” is used in countries to designate this type of claim, while
in some other countries reference is made to disputes over “right” or “legal”disputes.
Definition
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According to Jucius , a grievance is “ Any discontent or
dissatisfaction whether expressed or not , whether valid or not, arising out of
anything connected with the company which an employee thinks, believes or even
feels to be unfair , unjust or in-equitable.
According to Dale S. Beach “Grievance is any dissatisfaction or
feeling of injustice in connection with one’s employment situation that is brought
to the attention of management.
According to Richard P. Calhoon “ A Grievance is defined as
anything that an employee thinks or feels is wrong, generally accompanied by an
active disturbing feeling”
Features
A grievance refers to any form of discontent or dissatisfaction with any
aspect of the organisation.
The dissatisfaction must arise out of employment and not due to personal
or family problems.
The discontent can arise out of real or imaginary reasons.
When the employee feels that injustice has been done to him, he has a
grievance.
The reasons for such feeling may be valid or invalid, legitimate or irrational,
justifiable or ridiculous.
The discontent may be voiced or unvoiced. But it must find expression in
some form. However discontent per se is not a grievance.
Initially, the employee may complain orally or in writing. If this is not
looked into promptly, the employee feels a sense of lack of justice.
3.11 Forms of Grievances
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Factual: A factual grievance arises when legitimate needs of employees remain
unfulfilled. Eg: wage hike has been agreed but not implemented citing various
reasons.
Imaginary : When the employee’s dissatisfaction is not because of any valid reason
but because of a wrong perception, wrong attitude or wrong information he has. Such
a situation may create an imaginary grievance. Though management is not at fault
in such instances, still it has to clear the ‘fog’ immediately.
Disguised: An employee may have dissatisfaction for reasons that are unknown to
himself. If he/she is under pressure from family, friends, relatives, neighbours, he/she
may reach the work spot with a heavy heart. If a new recruit gets a new table and
almirah, this may become an eyesore to other employees who have not been treated
likewise previously.
3.12 Causes of Grievances
Economic: Wage fixation, overtime, bonus, wage revision, etc. Employees may feel
that they are paid less when compared to others.
Work environment: Poor physical conditions of workplace,tight production norms,
defective tools and equipment, poor quality of materials, unfair rules, lack of
recognition,etc.
Supervision: Relates to the attitudes of the supervisor towards the employee such as
perceived notions of bias, favoritism,nepotism,caste affiliations,regional feelings,etc
Work group: Employee is unable to adjust with his colleagues, suffers from feelings
of neglect, victimization and becomes an object of ridicule and humiliation,etc.
Culture: Employees may be aggrieved due to lack of performance oriented work
culture, highly political culture, scapegoating culture, demoralizing culture, etc.
Leadership: Employees may be aggrieved due to attitude and treatment meted out
to employees such as shouting, high handedness, violent behaviour, using filthy and
abusive language, etc. by top management and/or senior/ key managers.
Industrial Relations: Employees may be aggrieved due to poor industrial relations
in the organization, poor scope of collective bargaining or non-resolution of
industrial disputes, lack of worker’s participation in management, etc.
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Organization Restructuring: Employees may be aggrieved due to restructuring of
hierarchy, pay and benefits, relocation, re-assignments, etc.
Mergers and Acquisition: Employees may be aggrieved due to uncertainty, job
security, hierarchy, pay and benefits, etc.
Miscellaneous: These include issues relating to certain violations in respect of
promotions, safety methods, transfer, disciplinary rules, fines, granting leave, medical
facilities,etc.
Grievances generally arise from the day-to-day working relations in an undertaking,
usually a worker or trade union protest against an act or omission of management
that is considered to violate workers’ rights.
Grievances typically arise on promotion, demotion and transfer, rights deriving from
seniority, rights of supervisors and union officers, job classification problems, the
relationship of work rules to the collective agreement and the fulfillment of
obligations relating to safety and health as laid down in the agreement.
3.13 Effects of Grievances
On the production process:
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• Low quality of production
• Low quantity of production
• Increase in the wastage of material, spoilage/breakage of machinery
• Increase in the cost of production per unit.
On the employees
• Increased the rate of absenteeism and turnover
• Reduces the level of commitement, sincerity and punctuality
• Increases the incidence of accidents
• Reduces the level of employee morale
On the Managers
• Strains the superior sub-ordinate relations
• Increases the degree of supervision control and follow up
• Increases the indiscipline cases
• Increases in interest and there by machinery to maintain industrial peace.
3.14 Impact of Grievance
Low production and productivity due to lack of commitement
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33. Grievance Management System
Low quality of production due to lack of motivation
Higher cost of production due to increased wastage
Increased absenteeism and turnover due to dissatisfaction
Increase in frequency of accident due to mental disturbances
Decrease in morale
Deterioration in superior – subordinate relationship
Increase in instances of indiscipline and
Increase in industrial disputes
3.15 Need for a Grievance Procedure
The model Grievance Procedure suggested by the National Commission on Labour
involve successive time- bound steps each leading to the next, in case of dis-
satisfaction.
Grievance affect not only the employees and managers but also the organisation as
a whole.In view of these adverse effects, the management has to identify and redress
the grievances in a prompt manner. If the individual grievances are left ignored
and unattended, there is a danger that these grievances may result in collective
disputes.
They affect the employee morale adversely. Hence, it is essential to have a proper
grievance handling procedure for the smooth functioning of the organisation.
3.16 Advantages of having a Grievance Handling Procedure
The management can know the employees’ feelings and opinions about the
company’s policies and practices. It can feel the ‘pulse’of the employees.
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34. Grievance Management System
With the existence of a grievance handling procedure, the employee gets a chance to
ventilate his feelings. He can let off steam through an official channel. Certain problems
of workers cannot be solved by first line supervisors, for these supervisors lack the
expertise that the top management has, by virtue of their professional knowledge
and experience.
It keeps a check on the supervisor’s attitude and behavior towards their
subordinates. They are compelled to listen to subordinates patiently and
sympathetically.
The morale of the employees will be high with the existence of proper grievance
handling procedure. Employees can get their grievance redressed in a just manner.
3.17 The Discovery of Grievances
Observation: A manager supervisor can usually track the behaviours of people
working under him. If a particular employee is not getting along with people,
spoiling materials due to carelessness, showing indifference to commands, reporting
late for work or is remaining absent- the signals are fairly obvious. Since the
supervisor is close to the scene of action, he can always find out such unusual
behaviours and report promptly.
Grievance Procedure: A systematic grievance procedure is the best means to
highlight employee dissatisfaction at various levels. Management , to this end, must
encourage employees to use it whenever they have anything to say. In the absence
of such a procedure, grievances pile up and explode in violent forms at a future date.
By that time things might have taken an ugly shape altogether, impairing cordial
relations between labour and management. If management fails to induce employees
to express their grievances, unions will take over and emerge as powerful
bargaining representatives.
Gripe Boxes: Gripe boxes may be kept at prominent locations in the factory for
lodging anonymous complaints pertaining to any aspect relating to work. Since the
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35. Grievance Management System
complaint need not reveal his identity, he can express his feelings of injustice or
discontent frankly and without any fear of victimization.
Open door policy: This is a kind of walk-in-meeting with the manager when the
employee can express his feelings openly about any work-related grievance. The
manager can cross-check the details of the complaint through various means at his
disposal.
Exit interview: Employees usually leave their current jobs due to dissatisfaction or
better prospects outside. If the manager tries sincerely through an exit interview ,
he might be able to find out the real reasons why ‘X’ is leaving the organisation.
To elicit valuable information, the manager must encourage the employee to give a
correct pictures so as to rectify the mistakes promptly. If the employee is not
providing fearless answers, he may be given a questionnaire to fill up and post the
same after getting all his dues cleared from the organisation where he is currently
employed.
Opinion surveys: Surveys may be conducted periodically to elicit the opinions of
employees about the organisation and its policies.
3.18 Essential Pre-requisites of a Grievance Procedure
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36. Grievance Management System
Conformity with statutory provisions: Due consideration must be given to the
prevailing legislation while designing the grievance handling procedure.
Unambiguity: Every aspect of the grievance handling procedure should be clear and
unambiguous. All employees should know whom to approach first when they have a
grievance ,whether the complaint should be written or oral, the maximum time in
which the redressal is assured, etc. The redressing official should also know the
limits within which he can take the required action.
Simplicity: The grievance handling procedure should be simple and short. If the
procedure is complicated it may discourage employees and they may fail to make
use of it in a proper manner.
Promptness: The grievance of the employee should be promptly handled and
necessary action must be taken immediately. This is good for both the employee
and management, because if the wrong door is punished late, it may affect the
morale of other employees as well.
Training: The supervisors and the union representatives should be properly trained
in all aspects of grievance handling beforehand or else it will complicate the
problem.
Follow up: The Personal Department should keep track of the effectiveness and
the functioning of grievance handling procedure and make necessary changes to
improve it from time to time.
3.19 Steps in Grievance Procedure
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37. Grievance Management System
Identify grievances: Employee dissatisfaction or grievance should be identified by
the management if they are not expressed. If they are ventilated, management has
to promptly acknowledge them.
Define correctly: The management has to define the problem properly and
accurately after it is identified/ acknowledged.
Collect data: Complete information should be collected from all the parties
relating to the grievance. Information should be classified as facts, data, opinions,
etc.
Analyse and solve: The information should be analysed, alternative solutions to the
problem should be developed and the best solution should be selected.
Prompt redressal: The grievance should be redressed by implementing the
solution.
Implement and follow up: Implementation of the solution must be followed up at
every stage in order to ensure effective and speedy implementation.
3.20 Model Grievance Procedure:
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38. Grievance Management System
The Model grievance Procedure suggested by the National Commission on
Labour involves six successive time-bound steps each leading to the case of
dissatisfaction. The aggrieved worker in the first instance will approach the
foreman and tell him of his grievance orally. The foreman has to redress his
grievance and if the worker is not satisfied with this redressal, he can approach
the supervisor.
Appeal against within a week
Manager
Grievance Committee
HOD
Supervisor
Foreman
Worker
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39. Grievance Management System
3.21Grievance Management in Indian Industry
At present, there are three legislations dealing with grievances of employees
working in industries. The Industrial Employment (Standing Orders) Act, 1946,
requires that every establishment employing 100 or more workers should frame
standing orders. These should contain, among other things, a provision for redressal
of grievances of workers against unfair treatment and wrongful actions by the
employer or his agents. The Factories Act, 1948, provides for the appointment of a
Welfare Officer in every factory ordinarily employing 500 or more workers. These
welfare officers also look after complaints and grievances of workers. They also
look after proper implementation of the existing labour legislation. Besides,
individual disputes relating to discharge, dismissal or retrenchment can be taken up
for relief under the Industrial Disputes Act, 1947, amended in 1965.
However, the existing labour legislation is not being implemented properly by
employers. There is lack of fairness on their part. Welfare officers have also not
been keen on protecting the interests of workers in the organized sector. In certain
cases, they are playing a double role. It is unfortunate that the public sector, which
should set up an example for the private sector, has not been implementing labour
laws properly.
In India, a Model Grievance Procedure was adopted by the Indian Labour
Conference in its 16th session held in 1958. At present, Indian industries are
adopting either the Model Grievance Procedure formulated by themselves with
modifications in the Model Grievance Procedure. In other words, the grievance
procedures are mostly voluntary in nature.
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40. Grievance Management System
3.22 Guidelines for Handling Grievances
Treat each case as important and get the grievance in writing.
Talk to the employee directly. Encourage him to speak the truth. Give him
a patient hearing.
Discuss in a private place. Ensure confidentiality , if necessary.
Handle each case within a time frame.
Examine company provisions in each case. Identify violations, if any. Do not
hold back the remedy if the company is wrong. Inform your superior about
all grievances.
Get all relevant facts about the grievance. Examine the personal record of
the aggrieved worker. See whether any witness are available. Visit the work
area. The idea is to find where things have gone wrong and who is at
fault.
Gather information from the union representative, what he has to say, what
he wants, etc. give short replies, uncovering the truth as well as provisions.
Treat him properly.
Control your emotions, your remarks and behaviour.
Maintain proper records and follow up the action taken in each case.
Be proactive, if possible. Companies like VSP, NALCO actually invite
workers to ventilate their grievances freely, listen to the other side
patiently, explain the reasons why the problems arose and redress the
grievances promptly.
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41. Grievance Management System
3.23 Essence of Model Grievance Procedure
The three cardinal principles of grievance settlement, under the procedure, are:
• Settlement at the lowest level.
• Settlement as expeditiously as possible: and
• Settlement to the satisfaction of the aggrieved.
The procedure successive time-bound steps, each leading to the next step in case of
lack satisfaction. Under the procedure, an aggrieved employee would first present
his grievance verbally to a designated officer, who would give a reply within 48
hours. If the worker is dissatisfied with the decision or fails to get an answer
within the stipulated time, he would, personally or accompanied by his departmental
representative , present his grievance to the head of the department.
The procedure then deals with various procedural matters such as when a
grievance arises out of an order given by the management, such an order is first
to be complied with before the procedure is involved; the right of worker’s
representative on the grievance committee to see a document and the right of
management’s representative to refuse to show a document of a confidential
nature.
The procedure provides a model under the code of discipline, which also lays
down that a grievance procedure should be evolved in consultation with the union
in the organisation.
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42. Grievance Management System
According to the Questionnaire:
1) Table showing age of respondents
Serial No. Age Group No. Of Respondents Percentage
1 Below 25 Years 11 16%
2 25-35 Years 35 50%
3 Above 35 Years 24 34%
TOTAL 70 100%
INTERPRETATION
Majority of the respondents belong to age group of 25-35 years (16%) and 35
years of age (50%). This reveals that most of the employees are young and energetic.
2)Table showing the educational qualification of the respondents.
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43. Grievance Management System
Serial No. Educational No. Of .Respondents Percentage
Qualification
1 School Level 7 10%
2 Diploma 9 13%
3 Technical 53 76%
4 Others 1 1%
TOTAL 70 100%
INTERPRETATION:
Majority of respondents (75%) are technically qualified. This shows most of the
employees are well educated and they can understand the job in a better way
which leads to quality work.
3)Table showing income of respondents.
Serial No. Particulars No. Of Percentage
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44. Grievance Management System
Respondents
1 Below 10,000 29 41%
2 10,000 to 15,000 35 50%
3 Above 15,000 6 9%
TOTAL 70 100%
INTERPRETATION:
Majority of the respondents belong to the income group of 10,000-15,000
(41%) and 10,000 (50%). This reveal that employees are well experienced and are
good performer which will increase the organization efficiency.
4) Table showing work experience of respondents.
Serial No. Particulars No. Of . Percentage
Respondents
1 Below 5 years 24 34%
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45. Grievance Management System
2 5-10 years 9 13%
3 Above 10 years 37 53%
TOTAL 70 100%
INTERPRETATION:
Majority of the respondents have work experience of above 10 years (52%) and
below 5 years (34%) and 5-10 years (13%). This reveal that organization have
good human resource management system.
5) Acceptance level of the following statement.
5-Strongly agree 4-Agree 3-Neutral 2- Disagree 1-Strongly Disagree
a) Education qualification suits your job.
Opinion No. OF Respondents Percentage
5 31 44%
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46. Grievance Management System
4 24 34%
3 6 9%
2 7 10%
1 2 3%
TOTAL 70 100%
INTERPRETATION:
Most of the respondents (44% strongly agree and 34% agree) feel that their
educational qualification suits to the job they are assigned to. This reveals that the
company has succeeded in assigning right job to right candidate.
b) Convenience of time schedule for the work
OPINION NO. OF RESPONDANT PERCENTAGE
5 33 47%
4 30 43%
3 2 3%
2 3 4%
1 2 3%
TOTAL 70 100%
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47. Grievance Management System
INTERPRETATION:
Most of the respondants (47% strongly agree , 43% agree ,3% neutral ,4% disagree,
3% strongly disagree) are satisfied with the time schedule for work. This reveals
that employees are happy with working hours and this has substantially reduced
the absenteeism rate and reduced the stress at work.
c) Provision of adequate recreation time.
OPINION NO. OF RESPONDANT PERCENTAGE
5 8 11%
4 27 39%
3 13 19%
2 14 20%
1 8 11%
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48. Grievance Management System
TOTAL 70 100%
INTERPRETATION:
Most of the respondants (11% strongly agree and 39% agree ) are satisfied with
the recreation time. This reveals that employees are given enough time for
entertainment.
d) Timely distribution of raw materials to production department.
Opinion No. Of Respondents Percentage
5 14 20%
4 27 38%
3 14 20%
2 13 18%
1 2 4%
TOTAL 70 100%
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49. Grievance Management System
INTERPRETATION:
Most of the respondants (20% strongly agree and 38% agree) are satisfied with
the availability of raw material to production department on time, which reveals
that working in the organization is going smoothly.
e) Whether proper instructions given by the supervisor.
Opinion No. Of Respondents Percentage
5 12 17%
4 30 43%
3 18 26%
2 5 7%
1 5 7%
TOTAL 70 100%
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50. Grievance Management System
INTERPRETATION:
Most of the respondants (17% strongly agree, 43% agree) are satisfied with the
instruction given by supervisor. This reveals that supervisors are doing fair work in
supervising their subordinates in a better way, thus reducing the errors and
accidents at work.
f) Supervisor explains clearly what is expected from you.
Opinion No. Of Respondent Percentage
5 9 13%
4 29 41%
3 18 26%
2 12 17%
1 2 3%
TOTAL 70 100%
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51. Grievance Management System
INTERPRETATION:
Most of the respondants (13% strongly agree , 41% agree) are satisfied with the
explanations given by supervisor about the work expected out of them. Again
supervisors have succeeded in explaining the roles and responsibilities of
employees.
g) Does supervisor provide feedback about your work.
Opinion No. Of. Respondents Percentage
5 19 27%
4 27 39%
3 16 23%
2 5 7%
1 3 4%
TOTAL 70 100%
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52. Grievance Management System
INTERPRETATION:
Most of the respondants (27% strongly agree and 39% agree) are satisfied with the
feedback given by supervisor about their work. This reveals that Performance
Management and Appraisal system is better in this organisation.
h) Good relationship with supervisor.
OPINION NO. OF RESPONDANT PERCENTAGE
5 22 32%
4 35 50%
3 9 13%
2 3 4%
1 1 1%
TOTAL 70 100%
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53. Grievance Management System
INTERPRETATION:
Most of the respondants (32% strongly agree and 50% agree) are satisfied with
their relationship with supervisor, which reveals that there is a good working
relation between supervisor and employee which is need for easy flow of work in
organization. It also reveals that supervisors are following Democratic style of
leadership which puts sub-ordinates at ease.’
i)Are you encouraged to develop new ideas to work efficiently.
Opinion No. Of Respondents Percentage
5 12 17%
4 35 50%
3 13 18%
2 9 13%
1 1 2%
TOTAL 70 100%
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54. Grievance Management System
INTERPRETATION:
Most of the respondents (17% strongly agree and 50% agree ) are satisfied with the
acceptance of respondents idea, which reveals that there is due consideration for
employee involvement which is necessary for continuous improvement.
j) Are physical conditions of workplace good.
Opinion No. Of. Respondents Percentage
5 22 31%
4 27 39%
3 9 13%
2 9 13%
1 3 4%
TOTAL 70 100%
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55. Grievance Management System
INTERPRETATION:
Most of the respondants (31% strongly agree and 39% agree) are satisfied with the
physical condition which reveals that employee are working in good physical
environment which is one of crucial element for job satisfaction.
k) Cordial relationship with your team members.
Opinion No. Of Respondents Percentage
5 45 64%
4 19 27%
3 5 7%
2 - -
1 1 2%
TOTAL 70 100%
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56. Grievance Management System
INTERPRETATION:
Majority of the respondents (64% strongly agree and 27% agree) are satisfied with
the co-ordinal relation between employee which reveals that there is conflict
between employees and will contribute to the smooth flow of work without any
interruption.
l) Are measures taken by the company to protect your health.
Opinion No. Of Respondents Percentage
5 33 47%
4 29 41%
3 4 6%
2 2 3%
1 2 3%
TOTAL 70 100%
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57. Grievance Management System
INTERPRETATION:
Most of the respondents (47% strongly agree and 41% agree ) are satisfied with the
importance given by company for their health. There are specialized Doctors who
visit organization frequently to take care of employees’ heal.
6) Table showing the satisfaction level of the following factors.
SL.NO Particulars Satisfied Percentage Dissatisfied Percentage
1 Leave Policy 55 79% 15 21%
2 Performance 34 49% 36 51%
Evaluation
3 Canteen 15 10% 55 90%
Facilities
4 First Aid 62 89% 8 11%
Activities
5 Medical Check 62 89% 8 11%
Up
6 Safety 64 91% 6 9%
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59. Grievance Management System
INTERPRETATION:
• Most of the respondents (79%) are satisfied with the leave policy but only
few are not satisfied.
• Most of the respondents (54%) are satisfied with the performance evaluation
but few are not satisfied.
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60. Grievance Management System
• Majority of the respondents (90%) are not satisfied with the canteen
facilities, only few respondents are satisfied.
• Majority of the respondents (89%) are satisfied with the first aid activities,
only few are not satisfied.
• Majority of the respondents (89%) are satisfied with the medical check up,
only few are not satisfied.
• Majority of the respondents (91%) are satisfied with the safety measures,
some are not satisfied.
• Majority of the respondents (89%) are satisfied with the working
environment, some are not satisfied.
• Majority of the respondents (86%) are satisfied with the attendance
procedure, only few are not satisfied.
• Majority of the respondents (89%) are satisfied with the uniform, only some
are not satisfied.
• Most of the respondents (59%) are not satisfied with the allowances , only
some are not satisfied.
• Most of the respondents (66%) are not satisfied with the loan facilities, some
are satisfied.
• Most of the respondents(51%) are satisfied with the bonus given by the
company, some are not satisfied.
7) Table showing the satisfaction level of the following factors.
Particulars Satisfied Percentage Unsatisfied Percentage
Job Allocation 62 89% 8 11%
Time Frame 50 71% 15 29%
Job Rotation 60 86% 10 14%
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61. Grievance Management System
INTERPRETATION:
Majority of the respondents are satisfied with the job allocation(89%), time
frame(71%) for completion of specific task and job rotation (86%) all these three
elements increases the productivity of employee.
8) Table showing the awareness of long term agreement.
Serial No. Opinion No. Of Respondents Percentage
1 YES 41 59%
2 NO 29 41%
TOTAL 70 100%
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62. Grievance Management System
INTERPRETATION:
Most of the respondent (59%) are aware of the long term agreement. Awareness of
long term agreement will increase the employees commitment towards work and
this shows company reveals all the job related information during the recruitment
process.
9) Table showing the opportunity to express grievances to
superiors.
Serial No. Opinion No. Of Respondents Percentage
1 YES 63 90%
2 NO 7 10%
70 100%
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63. Grievance Management System
INTERPRETATION:
Majority of the respondents (90%) are satisfied with the opportunity given to
express their grievances to the superiors, only a few did not feel so. Which reveals
that respondants feel free to express their problems regarding employment related
problem.
10) Table showing the superiors contracted by employees to express
their grievances.
Serial No. Superiors No. Of Respondents Percentage
1 Supervisors 25 36%
2 Personnel 6 9%
Department
3 Union 39 55%
Total 70 100%
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64. Grievance Management System
INTERPRETATION:
Majority of the respondents report their grievances to the union (55%) and
supervisor(36%), which reveals that strong union is present in organization which
solves the most of the problems.
11) Table showing the opinion of respondents towards their
grievances being heard patiently.
Serial No. Opinion No. Of Respondents Percentage
1 YES 56 80%
2 NO 10 10%
3 Depends 10 10%
TOTAL 70 100%
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65. Grievance Management System
INTERPRETATION:
Majority of the respondents (80%) are satisfied with the grievance heard by higher
authority, which reveals that employees are given opportunity to express their
grievance.
12) Table showing the management taking immediate steps to solve
grievances.
Serial No. Opinion No. Of Respondents Percentage
1 Strongly Agree 12 17%
2 Agree 21 30%
3 Neutral 29 42%
4 Disagree 5 7%
5 Strongly Disagree 3 4%
TOTAL 70 100%
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66. Grievance Management System
INTERPRETATION:
Most of the respondents (42%) do not want to express their opinion regarding
immediate step taken by management to solve grievance, only few agree (17%
strongly agree and 30% agree) immediate steps are taken to solve grievance, which
reveals that management is giving importance to solve employees problem.
13) Table showing the method followed by the management to
record grievances.
Serial No. Methods No. Of Percentage
Respondents
1 Directly 13 19%
2 Through Union 29 41%
3 Through Meeting 17 24%
4 Grievance Box 7 10%
5 Others 4 6%
TOTAL 70 100%
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67. Grievance Management System
INTERPRETATION:
Majority of grievance of respondents are recorded through union(41%) and through
meeting (24%).
Employees feel free to express their grievance directly to higher authority.
14) Table showing the immediate steps taken by the management
to provide safety measures.
Serial No. Opinion No. Of Respondents Percentage
1 YES 46 66%
2 NO 24 34%
TOTAL 70 100%
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68. Grievance Management System
INTERPRETATION:
Majority of the respondents (66%) are satisfied with immediate steps taken by the
management to provide safety measures , this reveal importance is given by
management for safety measures, importance given to safety measures will decrease
the accident rate in organization.
15) Table showing the acceptance of complaints in written format.
Serial No. Opinion No. Of. Percentage
Respondents
1 YES 39 56%
2 NO 12 17%
3 Depends 19 27%
TOTAL 70 100%
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69. Grievance Management System
INTERPRETATION:
Majority of the respondents (56%) complains are accepted by management in
written, which reveals that employees are free to express their grievance in written
or oral form.
16) Table showing satisfaction of solutions given by the
management to solve grievances.
Serial No. Opinion No. Of Respondents Percentage
1 YES 55 78%
2 NO 15 22%
TOTAL 70 100%
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70. Grievance Management System
INTERPRETATION:
Majority of the respondents (78%) are satisfied with solution given for the
grievance of employee, which reveals that management is solving most of the
grievance of the employee.
17) Table showing the opinion about the punishments given by
the management in the event of any misconduct.
Serial No. Opinion No. Of Percentage
Respondents
1 Highly Satisfied 8 11%
2 Satisfied 47 67%
3 Neutral 9 14%
4 Dissatisfaction 4 6%
5 Highly Dissatisfied 2 2%
TOTAL 70 100%
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71. Grievance Management System
INTERPRETATION:
Majority of the respondents (11% highly satisfied and 67% satisfied) are satisfied
with the punishment given to the misconduct by the employee, which reveals that
punishment is given as per the misconduct done by the employee.
FINDINGS
Majority of employees are technically qualified , well experienced and
between age group of 25-35 , all this will increase the efficiency of
employee.
Employees participation, suggestion, ideas are less encouraged by the supervisor.
Sometimes raw material will not be available on time.
Working environment is good (Ventilation, Lighting, Drinking water facilities)
are good.
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72. Grievance Management System
Annual medical checkup are conducted but reports of checkup are not
given soon.
Most of the employees feel they are not recognized for their performance.
Majority of employees are not satisfied with canteen facilities.
All departments are provided with first aid boxes.
Management gives primary importance to safety.
Once in a year company conduct sports and picnic for employees.
Almost all employees are satisfied with uniform provided by company, once
in a year two sets of uniform are provided to all the employees.
Company is providing bonus as per bonus act.
Most of the employees are not satisfied with the loan facility provided by
the company.
Employees complaints technical problems to supervisor and other problems
to trade unions.
Almost all the employees are happy with the job rotation.
Good relationship between the team members.
Most of the employees feel more time is taken to solve the problem than
needed.
SUGGESTIONS
Employees participation, suggestion, ideas need to be encouraged by
supervisor which will motivate the employees and will result in higher
level of job satisfaction.
Performance appraisal system needs to be relooked by adopting the proper
system to measure the performance of employees and it will make the
employee feel satisfied for being recognized.
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73. Grievance Management System
Recreation facilities like sports, picnic and others need to be relooked which
will reduce the stress of employee.
Company needs to explore the policy of loan which will help the
employees to increase the standard of living and their commitment towards
enhancement of the organization.
A system of suggestion box can be implemented which will facilitate the
employees to give their suggestion to improve the organization and
performance of employees.
Time barrier must be fixed to solve problem at different levels which will
encourage the employees to express their grievance.
Councelling of employees need to be done periodically which will help the
organization to know the problem of employees and to solve them which
will increase the job satisfaction as well as increase the efficiency of
employees.
Transportation facility needs to be extended to all employees which will
reduce the absenteeism and will also helps the employees to reach
workplace on time.
CONCLUSION
Employees grievance is one of the prime reason for the employees performance,
solving the employees grievance will lead to job satisfaction and increase the
efficiency of the employee which will benefit both employee as well as
organization.
Grievance management is a major challenge in the company since the expectation
of employees are increasing with changing life style. Employees have high
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74. Grievance Management System
expectation from company it is not possible to fulfill all their expectation but
major of their expectation can be fulfilled.
Considering the above analysis done in ABC Pvt.,Ltd. It can be observed that
employees are satisfied with most of welfare , medical, safety facility provided by
the company. Company is giving benefits as per the various enactment of labour
law but there is still scope for improvement, which will benefit both organization
and the employees.
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