Suntech College for IT & Management

12, Virnagar Society,

Near Jain Temple,

Karelibaug,

VIP Road, Baroda, 1606

“ATTITUDE OF EMPLOYEES

TOWARDS

GRIEVANCE SETTLEMENT PROCEDURE”

BY

NIKITA A SHAH

REG.NO. : 520824337

A PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF

BUSINESS ADMINISTRATION OF SIKKIM MANIPAL

UNIVERSITY, INDIA

SIKKIM – MANIPAL UNIVERSITY OF

HEALTH, MEDICAL AND TECHNOLOGICAL SCIENCES

DISTANCE EDUCATION WING

SYNDICATE HOUSE

MANIPAL - 576104

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Annexure B

I here by declare that the project report entitled

“ATTITUDE OF EMPLOYEES TOWARDS

GRIEVANCE SETTLEMENT PROCEDURE”

Submitted in partial fulfillment of requirements for the degree of Masters of

Business Administration to Sikkim-Manipal University, India, is my original

work and not submitted for the award of any other degree, diploma,

fellowship, or any other similar title or prize.

NIKITA A SHAHPlace : Vadodara (Name of Candidate)

Date : 11/06/2010 Reg. No. : 520824337

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Annexure C

The project report of Nikita A Shah

Title

“ATTITUDE OF EMPLOYEES TOWARDS GRIEVANCE SETTLEMENT PROCEDURE”

is approved and is acceptable in quality and form

Internal Examiner External Examiners(Name, Qualification, Designation) (Samir Jha, HR Department)

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Annexure D

This is to certify that the project report entitled

“ATTITUDE OF EMPLOYEES TOWARDS

GRIEVANCE SETTLEMENT PROCEDURE”

Submitted in partial fulfillment of requirements for the degree of Masters of

Business Administration to Sikkim-Manipal University of Health, Medical

and technological sciences

Nikita A Shah

Has worked under my supervision and guidance and that no part of this

report has been submitted for the award of any other degree, Diploma,

Fellowship or other similar titles or prize and that the work has not been

published in any journal or Magazine.

Reg. No. : 520824337 Certified

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PREFACE

The main objective behind summer internship training in management study is to have a practical exposure to the current practices in management. To be success full, it is necessary to have practical education rather than just theoretical. When any subject is taught theoretically in class is known as ‘Academics’ but when it is studied with the subject applicability in real life is known as ‘Professional Education’.

To be perfectionist, a person needs to know both, the theoretical as well as the practical side of the job he is assigned to do, I will have to go in the field because the theories studied in the class may sound appropriate there but sometimes may have zero utility in real environment. Generally, it is seen a theoretically perfect person becomes tied when he comes across the practical hazards and is unable to overcome them successfully. This takes him away from the goal.

With a desire to get “A Feel” of business management practice in Indian scenario, can there be any organization as competed and efficient as “Swati Switchgears (India) Pvt.Ltd.”. It is a leader in Switchgear Industries and by understanding the need of customers there by creating value for stakeholders sustained customer success.

I hope this training and project report satisfies the object requirement and also provides a “Practical Study” of an industry at MBA level.

NIKITA SHAH

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ACKNOWLEDGEMENT

It is an occasion of great pleasure and a matter of great satisfaction to pre sent this report of project work undergone at Swati Swithcgears (India) Pvt. Ltd. Baroda. A project training of this kind naturally gained a number of ideas from various books and professionals.

I take this opportunity to thank all of them involved from the time of inception to completion, where in many brains worked to gather to provide fruitful results.

I would like to thank Mr. Samir Jha, HR Manager, Swati Swithcgears (India) Pvt. Ltd. who gave me opportunity to fulfill my objective to fulfill my objective in this esteemed organization. I would like to express my sincere feeling to Mr. V.P.Shah for continuously guiding me and taking keen interest for the fulfillment of my project despite of their busy schedules.

I also take this opportunity to thank the whole staff of Swati Swithcgears (India) Pvt. Ltd. who kindly had co-operated in my day to day intervening work with them and helping me in collecting all the valuable information for the study undertaken.

I sincerely extend my thanks to all the respondents who were surveyed for my project, for the co-operation they extended. Without which the project would not have been accomplished.

NIKITA SHAH

SIKKIM MANIPAL UNIVERSITY (2008-2010)

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TABLE OF CONTENTS

Sr.No. Title Page No.

1 Introduction - Swati Swithcgears (India) Pvt. Ltd. 10 2 Swati Swithcgears – Mission and Objective 12 3 Swati Switchgears – Automation Division 13 4 Swati Switchgears – Expertise 15 5 Product Range 14 6 Services 17 7 Salient Features of SSIL 18 8 Design Codes and Standards 18 9 General Information of SSIL 20 10 SSIL Time Keeping System 21 11 General Activities 22 12 Family Assistance Scheme 22 13 Ancillary Activities 23 14 Other Activities 23 15 Library & Information Activities 23 16 Moreover(Swati Switchgears- Ltd) 23 17 Canteen Services (Swati Switchgears Ltd) 24 18 SWOT ANALYSIS OF SSIL 25 19 HR Philosophy 28 20 Time Office 28 21 Leave Structure 29 22 Employee Personal File 30 23 Performance Appraisal System 31 24 Recruitment 31 25 Selection 32 26 Training & Development 33 27 Promotion 34 28 Transfer 34 29 Employee State Insurance-ESI 34 30 Role of the grievance procedure 37 31 Benefits of grievance procedure 41 32 Weakness of grievance procedure 43 33 IR climate and grievance activity 46

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34 Research Methodology 47 35 The objective of the study 49 36 Limitation of the study 52 37 Why grievances? 55 38 Procedure for handling grievances 57 39 Stages for grievance procedure 64 40 Guidelines for supervisor 66 41 Data analysis and interpretation 68 42 Findings 78 43 Conclusion 83 44 Questionnaire 84 45 Glossary 89 46 Bibliography 90

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INTRODUCTION

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SWATI SWITHCGEARS

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MISSION AND OBJECTIVES

Swati Switchgears came in to existence in May1996 and are in the field of manufacturing, Turnkey supply and installation of power panels, control panels, feeder pillars, section pillars etc. Ours is a professionally managed small scale unit with a fully equipped work-shop to meet most stringent quality standards to cater to our client’s requirements.

Swati Switchgears are manufacturing a complete range of power panels, APFC panels, Feeder Pillars, AMF Panels, Changeover panels, Synchronizing panels, Motor Control Centers, Bus-Duct, Humidification plant control panels, D.G. Set Control panels, A.C. Plant Control Panels, H.T. Control Panels, Drawout & Non-Drawout Power panels, Relay Panel, Air Break Switch upto 33KV, D.O. Set up to 33KV, etc, we also manufacturer 11 KV VCB Panel.

Swati Switchgears’s work-shop is fully equipped with testing facilities like high voltage testing, Heatrun testing and loading facility upto 4000 Amp. We are also approved by Tariff Advisory Committee for panels up to 3000 Amp. Our panels of 4000 Amp. approved by C.P.R.I. for short circuit with stand strength at short time current of 105KA peak & 50KA Rms. Our panel is also approved for IP-55 class of protection by C.P.R.I.

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SWATI SWITCHGEARS – AUTOMATION DIVISION

SWATI SWITCHGEARS is an organisation in the field of manufacturing control panels with PC, PLC & SCADA base systems for Automation of various machinery & Plants for all kind of Industries / Organization. This includes Micro Controller based Panels, Special Panels for hazardous area use and many other control components.

SWATI SWITCHGEARS is system integrator of M/s. AVKSEGC & M/s. Rockwell Automation Limited., for their automation & drive products. SWATI SWITCHGEARS offer total range of custom built system and import substitution solutions. Many of our products are import substitutions and indigenously designed, tested & field proven.

Our organization offers solutions approach for a complete or semi-automation system to suit the client’s basic need. With well set up of Design as well as R & D Departments, product are updated to keep pace with the latest technology to meet National and International Standards along with an exhaustive database on various subjects and customized for Automation System products. Computerized Network System with intellectual asset on our roll ensures efficiency in coordination between various departments and with clients as well.

In 2002 with the ever-ensured aim of Quality Consciousness SWATI SWITCHGEARS got the Prestigious ISO 9001-2000 Certification from UKAS registration U.K. The quality system is applicable to Design, Manufacture and supply of Electrical and Electronic control panels, PLC and Microprocessor based panels, and special panels including PCC and LT Bus Ducts.

SWATI SWITCHGEARS (I) PVT. LTD. has produced several hundreds of panels last year & achieved a turnover of more than Rs. 6 Crores. The company has established its state of art manufacturing unit at Changodar having built up area of about 3000 Sq. Mt. All departments like Engineering, Purchase, Accounts, Service, R&D, Manufacturing, Personnel & Administration are located under one roof only.

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SWATI SWITCHGEARS (I) PVT. LTD. is an ISO 9001-2000 registered system integrator with expertise in control and information systems. As a global integration resource, we can provide expertise around the world. In the last decade, we have successfully completed & commissioned systems — including engineered designs as well as pre-engineered packaged solutions for specific applications. Our expertise is process and machine control, data acquisition and information management, and material handling control systems. System services frequently make the difference between a successful automation project and one that fails to meet its investment objectives. That’s why it is important to select an experienced and proven system integrator such as Swati Switchgears. Our infrastructure cost-effectively supports projects that range in size from 0.5 Lacks to 500 Lacks.

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SWATI SWITCHGEARS – EXPERTISE

Our Automation Expertise enables us to combine Product and Software in system that reflects our application and industries expertise. We can provide pre and custom configured solution, not just products. We can offer solution for shop floor to top floor Integration. We combine service with and products provided by M/S. AVKSEGC & M/S Rockwell Automation, comprising the team that can make a practical reality on your plant floor.

SWATI SWITCHGEARS – AUTOMATION SYSTEM LAB

Our Automation system Lab equipped with state of the art Automation Hardware and Software product. Our Automation Information Library helps us to improve productivity by providing quicker and easier access to an extensive collection of Rockwell Software and Allen Bradley hardware product information Our Automation system Lab having facility for simulation of Automation Hardware and Software, like testing Jig for PLC, Drives, Soft starter, SCADA software, various type of Inputs Outputs etc.

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Product Range

SWATI SWITCHGEARS is an organisation in the field of manufacturing control panels with PC, PLC & SCADA base systems for Automation of various machinery & Plants for all kind of Industries / Organization. This includes Micro Controller based Panels, Special Panels for hazardous area use and many other control components.

Various types of Products are mentioned below.

APFC Panels Changeover Panels Motor Control Centres D.G. Set Control Panels. A.C. Plant Control Panels. D.O. Set up to 33KV, etc. Relay Panels.(up to 132KV) Bus-Duct. (up to 6000 Amp.) 11KV Bus Duct (upto 2000 Amp.) Air Break Switch upto 33 KV Humidification Plant Control Panels. All types of Drawout PCC & MCC. Power Control center (up to 6400 Amp.) 11KV Power Distribution Panel NGR Panels. Auto Synchronising & AMF Panels. Control Panel with DCS/PLC System. SCADA-HMI-View Anyware Software. AC Drives-Softstarter-Sensors-MMI 11KV VCB Panel

Services

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Various types of Services provided are mentioned below.

Automation with DCS - PLC - SCADA System: “Complete Automation” with “Concept to Commissioning”

Approach. Study of Application with respect to Solution. Collection of the data to be controlled. And Put to MIS or ERP Distinguishing the analog and digital parameters. Designing of DCS & SCADA network consisting of Master

Control Station (MCS) equipped with PC and Printer Work Stations (WS)

Communication Equipment like radio modem etc. Remote Terminal Units (RTU) along with pipeline & cabling as

required. Designing & Installing the most reliable voice & data

communication system to interlink the WS and RTUs with MCS and ERP system

A.C.Drives ranges from 0.37 to 3,000 kw ( 0.5 to 4,000 hp). Soft starters for controlling single and three phase induction

motors.

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SALIENT FEATURES OF SWATI SWITCH BOARDS

1. APPROVAL: -

(A) Our Panels are Tested by ELECTRICAL RESEARCH & DEVELOPMENT ASSOCIATION.

(B) Our Panel of 4000A Busducts are also tested by CENTRAL POWER RESEARCH INSTITUTE. At BHOPAL for short time current withstand strength at 105KA Peak & 50KA Rms. for 1 sec.

(C) Our Panel is also approved for IP-55 class of protection by C.P.R.I. (Bhopal)

2. DESIGN CODES AND STANDARDS: -

(A) Our Panels are designed to confirm to the requirement of following Indian Standard.

1. IS : 8623 and IEC-439 : Factory built assemblies of switchgear and control gear.

2. IS : 4237 : General requirement for switchgear and Controlgear for

voltage not exceeding 1000 Volts.

3. IS : 375 : Marking and arrangement of busbars.

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(B) Individual equipment housed in the medium voltage switchgear shall confirm to the following IS

Specification :

1. IS : 4064 (Part-II) : Air break switches and fuses combination units for

voltage not exceeding 1000 Volts. (Specific requirement for the direct switching of individual motors)

2. IS : 1248 : Direct acting electrical indicating Instruments.

3. IS : 694(1977) AND IS : 8130(1976) :

PVC Insulated cables and Alluminium Instruments.

4. IS : 2208(1962) AND IS : 9224(1979) :

Low Voltage fuses.5. IS : 2516 :

Air Circuit breakers.

6. IS : 2705 : Current Transformers.

7. IS : 2959 : Contactors.

8. IS : 8544 : Thermal Overload Relay.

9. Indian Electricity Rules :

As amended upto date.

10. Testing done from CPRI :

50KA (Rms.) 105KA Peak for 1 sec. IP-55 Class of protection.

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General Information of SWATI SWATCHIGEARS (INDIA) Pvt.Ptd

Board of Directors: -

Mr. Yogesh Yagnik – Chairman/ MDMr. Jignesh V. Patwari – Whole time DirectorMr. Vikram P. ShahMr. Samir Jha

Regd. Office: -

36, Subhlaxmi Ind. Estate,Opp. Saket Ind. Estate, Vill. Moraiya, Sarkhej-Bavla Highway, Sanand, Ahmedabad-382 210.

Size of Industry

There are three type industries Small scale industry Medium scale industry Large scale industry

Large scale unit is in which investment in plant & machinery exceed to Rs. 1 crore. SSIL fall in large scale industry. It has been invested more than Rs. 1 crore in plant and machinery.

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SSIL Time Keeping System

Time keeping system is necessary for any company with the help of this system; the company can manage well its employees. It teaches the employees to be punctual in time and it teaches how to complete the work in time. In the present changing scenario it becomes necessary for a company to keep its time keeping system stable.

For staff people as well as for workers company has punch card system for physical present. Because it believes that time management is one of the core aspects of the management.

Working Hours: - Six days in a week Eight hours per day (Sunday is observed as a weekly - Off)

Shift Timing Recess Hours

General 7:30 A.M to 4:00 P.M 11:30 A.M to 12:00 noon

First 7:30 A.M to 3:30 P.M 11:30 A.M to 12:00 noon

Second 3:30 A.M to 11:30 P.M 7:00 P.M to 7:30 P.M

Third 11:30 P.M to 7:30 A.M -

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Employee Services

Management is concerned with attracting and keeping employees whose performance meets at least minimum levels of acceptability and to keep “absenteeism” and “turnover” to tolerable levels. “Employee services” are available to all employees based on their membership in the organization. The purpose of such services is to retain people in the organization and not to stimulate them to greater efforts and higher performance.

These services are provided at the discretion of the management and are generally of some concern to trade unions, where they engage in collective bargaining with the employees.

Welfare Activities

General Activities

Canteen (Swati Switchgears Limited):- Air-condition- - subsidized- 700& 1000.

Apparel: - Uniform & industrial apparels. Laundry: - Modern laundry services. Emergency Aid: - Accident & Illness. Blood Donation: - Quick Services. Crèche: - Employee Children services.

Family Assistance Scheme

Death Fund Scheme: - Family Help Scheme. Family Planning Services: - Guidance & Help. Swati Witchgear Aid Fund Scheme: - Help in major illness. Education/Training Programees: - Health, first aid, fire, safety. Vocational/ Trade Training: - Training, center- fitter, welder, etc...

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Ancillary Activities

Co- operative Store: - Consumer’s store- quality items. Co- operative Bank: - Facilities & Deposit vault. Hospitality: - BAGH- Modern Well-known.

Other Activities

Safety: - Regular Training – meetings. Annual celebration: - Sports & Dasera. Library: - Modern Library with internet facilities.

Library and Information Services

Timings: - 8:00 A.M To 4:30 P.M.

All employees can avail library facilities.

Internet accessible during the library hours.

Moreover: - (Swati Switchgears Pvt.Ltd.)

Uniform & shoes on a yearly basis to workers. Life boy soap to each worker. Education help: Workers - Rs. 300/ term.

Staff - Rs. 500/ term. Foreign visit facility to top level people.

Canteen Services (Swati Switchgears Pvt.Ltd.)

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Food is prepared with the steam, cold room for milk and potatoes, where they stored for week. 250 employees can seat at a time to take meal. Per day around 600-700 employees take their meal. Packing room for snacks.

Meal quality is decided by the in charge of the canteen with prior consultation with the monitoring body. Canteen people do not give a chance to workers to create problems.

Workers can get meal in loose form & in fixed dish at Rs. 0.50 & Rs. 2.60 respectively. Snacks is of Rs. 0.80, where as milk/coffee & tea is of Rs. 0.80 & Rs. 0.65 respectively.

An employee can get - 100 gr. Dal

- 100 gr. vegetable - 100 gr. rice - 100 gr. Puri (8 piece) (on Monday & Friday) - 4 roti (except Monday & Friday)

SWOT ANALYSIS

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SWOT ANALYSIS of Swati Switchgeras India Pvt. Ltd. (SSIL)

STRENGTH

SSIL is pioneer player in the Swithcgears ware industry. The company has acquired a strong brand image.

The company has a well developed infrastructure for efficient functioning.

The company has well experiences in the Switchgears ware industries. The company has excellent distribution network. SSIL has efficient and effective workforce for various functions of

company. Caters to all segments of industry & society.

WEAKNESS

Company’s cope up with latest technology. Technological updating is very low. The quality of the products is not up to the mark. Percentage of waste is on an average 14 to 18% per annum. Finished product sorting is done by manually, thus there is problem of

resorting. Too much of material handling due to current practices and plant spread. Lesser realization (recognition) hollow wears due to high weight of

Switchgears containers. The company suffers from rejection rate as compared to other players.

OPPORTUNITIES

Switchgears Industry is growing at a fast rate. There are increased export opportunities. The rural market in India has introduced smooth and liberal practices for

Switchgears manufactures.

THREATS

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Many of the new players and even foreign companies are entering in the Switchgears market; L&T is entering with the latest technology.

Existing player’s expanse there production capacity and update with latest technology.

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PERSONAL DEPARTMENT

PERSONAL DEPARTMENT

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Employee holds a key place in an organization. No one organization can exist and function without manpower. The success of an organization is largely depends on their employee. The plan of business may be logically sound but still it will not survive for long, if employees of the organization are not competent. Therefore personnel department take care of employees.

HR PHILOSOPHY

SSIL believe that Human Resource is the most important and valuable resource. From its inception itself, the company has unhesitant invested in updating capabilities of human resource including development of human values and potential through focused learning and development activities. Our belief has been to groom talents internally and retain them by offering promising career opportunities. We believe in seeing our employees into “Totality” and attempt to satisfy their social and other needs too. There by fostering collaborative culture conducive for better individual and collective performance. We also believe that all our employees should be empowered to take up assignments to the best of their capabilities and add value to the overall opportunities for development and growth and to continuously remain competent in the ever changing market and world business environment.

TIME OFFICE

The main function of time office is to record arrival and departure time of the employees and prepare reports regarding this.

Personnel department issued a card to each employee. The card utilized as an identity card cum punching. The card contains...NameJoining dateBlood groupPhotoDesignationEmployee no

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Department

Each time when employees arrive/departure, he is punch the card through a punching machine. The punching machine connected to a computer, which records arrival/departure time of each employee.

At the end of the month the Time office prepare an attendance report and send it to finance department. Finance department will as per working days and absence days of employee, calculate basic pay and DA if any. Over Time (OT), shift allowance, previous month absence, late coming hours etc, of each employee mentioned in the attendance report.

The computer will automatically calculate man-day-worked and generated man-day-worked report. The report sends to personnel department, vice president, factory inspector, and statistical bureau of India.

If any employee absence for more than 10 days without informing the Time Office or Head of department. The Time Office will inform about the employee to personnel department will follow up till proper reply from the employee.

LEAVE STRUCTURE SSIL provide following leaves to their employees. Privilege Leave (PL): - 1 day PL per 11 working days.

Causal Leave (CL): - 14 days per annum.

Sick Leave (SL): - 15 days per annum.

Public Holiday: - 14 days per annum.

Compensation Off (C’off): - This leave must avail within 3 month.

Weekly off after working 6 days single day will be off.

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And weekly Saturday and Sunday off for employee in administrative block, except first Saturday of a month.

Employee Personal File

Application Bio data Interview & call letter Qualification documents Character verification certificate Joining report Confidential report Previous certificate Confirmation letter Promotion letter Transfer letter Warning letter Show cause notice

The file is highly confidential and no one can see it without authority. It is very useful to personnel department and to the top management. In the file complete details information of an employee kept since he applied for a job. After considering the file to an employee like promotion, demotion, incentives, increments, or stop it, notice, awards or rewards, transfer, promotion. They also identify training need and past performance (Performance- Appraisal Report).

Performance Appraisal System

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It is the systematic evaluation of the individual with respect with respect to his or her performance on the job and his or her potential for development.

Performance of an employee on given job is assessing through performance appraisal. Performance can be measure by some combination of quantity, quality, time and cost. Performance appraisal provides a base for promotion or/and transfer, training and development needs, rewards, wage, administration, relation with superior and subordinate.

In SSIL formal and informal both type of performance appraisal is exist.

RECRUITMENT

Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected.

Performance is the generation of the application for specific post. It is consider as process of encouraging and stimulating candidates to apply for the job.

Sources or manpower supply can be classified in to two broad categories.Internal sourcesExternal sources.

Internal sources

Previous Application: - SSIL maintain an application file in which application received from casual applicants is kept pending. When need arise at that time they select and invite qualified person from that application.

Promotion: - Those who are identify as a potential or those acquire additional qualification or skill promoting them to higher level directly or a test conduct for them and those who pass the test promote to the post.

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External sources

Advertising: - Now a day’s advertisement is popular method of recruitment. When SSIL need skill person in company at that SSIL give advertisement in local or in English news papers. Qualification required for the job clearly stated in detail, so that only eligible candidates apply for the post.

Campus interview: - personnel manager of SSIL visit the institution and take interview of the student and select potential candidates from campus interview. They conduct campus interview in M S University, S P University and South Gujarat University, and some time they go to Bombay for campus interview.

Selection

“Right Person for the Right Job”

It is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job.

The main purpose of selection procedure is to find the right candidate for the job. The efficiency and profitability of the concern department and untimely of SSIL, depends on proper section of the candidate.

The procedure of selection is as follows:

Employee test: The main department conducts a test for selection. In the test, the objective types of questions are asked. The level of test is depending on what type of job to be filled. Those who pass the test they appoint to the post or select for interview.

Interview: - Number of applications will response of advertisement for a post, scrutinized the received applications select candidates and invites them for interview. In interview, the panel member of interview judge and measure the candidate then the candidates appoint to the post.

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Medical Examination: - The selected candidates must pass medical examination. The check up is in Bhailal Amin Hospital. If he is not fit then he is fail in medical examination and the candidate rejected. But now the candidate bring medical fitness certificate obtain from MBBS Doctor, consider as pass in medical examination.

Training and Development

Generally training is for filling the gap between actual performance and desired performance of an employee. Where development is a bit different. An employee’s actual performance is equal to the desired performance. Development is improving present performance to future requirement of the level performance development is considered as training. Train employees to work on coming advanced machinery that is development. Train an employee to work better way that is known as training.

Training and development is a way to improve performance of employees. Training is a systematic programme to increase the knowledge, skill, abilities and aptitude of workers to perform specific job. Expense behind training is not expenditure, but it is investment that will give multiplied return. However proper training increase work efficiency of worker and reduce waste and mistakes.

Superior identifies potential for development or identifies an employee for training. They inform to personnel department through HOD Personnel Department arrange training for the employees.

SSIL mostly provide on the job training to their employees.

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Promotion

In SSIL, promotion is done when vacancy exist and according to the performance and competency of an employee.

Promotion is provided on basis of seniority and time bound performance. Weight given to length of service, education, training courses completed, and previous work history, while promoting an employee.

Transfer

Transfer is the movement of an employee from one job to another without involving any substantial change in his duties, responsibilities requires skill, status and compensation.

SSIL has a plant taken on lease located in Daheg, some workers, officers and staffs are transfer to work in Daheg plant. But the transfer is for very short period and temporary.

Employee State Insurance (ESI)

Employee State Insurance Corporation is Govt. Corporation and under the Employee State Insurance Act 1969. SSIL adopted this scheme in 1969. This act provides benefits to employees.

Medical BenefitsSickness BenefitsMaternity BenefitsDisablement BenefitsDependents Benefits

SSIL adopted this scheme for its workers under this act. Those employee whose gross wage is less then Rs. 7500/- covered under this scheme. He has to fill declaration no.1 in case of his death.

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In this scheme, 6.5% of salary is kept for ESI scheme. Out of which 1.175% is deducted from salary of employees and the rest 4.75% is considered by the company.

The ESI Corporation on 16-03-2004 decided to raise the wage limit for the scheme’s coverage existing limit for the scheme’s coverage to Rs. 10,000/- from the existing limit of Rs.7500/-.

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PROJECT TOPIC

Attitude of Employees Towards

Grievance Settlement Procedure

Definition of Grievance:-

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The definition of grievance often varies from company to company and author to author. The broadest interpretation of the term would include any discontent or dissatisfaction that affects organizational performance.

Dale Yoder defines it as “a written complaint filled by an employee and claiming unfair treatment”.

Prof. Jucious defines grievance as “any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable”.

The International Labour Organization (ILO) classifies a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work, interpretations of service stipulations, covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service.

Role of the Grievance Procedure

1. It assumes a compliance role by ensuring that both parties adhere to and respect the collective agreement.

2. It assumes a judicial and adjudicative role for industrial organizations by interpreting the collective agreement and rules of behaviour and by serving as the dispute resolution procedure for disagreements which arise during the life of the collective agreement.

The grievance procedure serves as a system of private law with the collective agreement serving as the statutory legislation and the grievance process providing a measure of industrial juries’ procedure through its interpretation, customs and the establishment of precedent most importantly, the grievance process serves to channel conflict into an institutional mechanism for peaceful resolution, thus preventing minor misunderstandings from being blow up into major problems.

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3. It serves an administrative role by applying the rules of the contract and offers guidance in the administration of the collective agreement. Through the grievance process, management and union representatives serves as expert trouble shooters who investigate disputes on behalf of their constituencies and endeavor to reach a settlement.

4. It may serve as a forum for ‘fractional bargaining’ where one party attempts to secure concessions, it could not obtain at the bargaining table or win back what it has lost at the bargaining table.

Fractional bargaining may be conducted by the union behalf of the entire work group, or in some instances, it may be undertaken by specific elements within the work group who, by virtue of their power and cohesion, are in a position of strategic strength. Fractional bargaining is possible because the basic objective of management is efficient production, and the overloading of the grievance procedure represents a threat to efficiency. Since collective agreements rarely recognize the diversity of skills and interests of the work groups they cover, the grievance procedure can be strategically exploited by elements with in the union. Such ‘fractional bargaining’ occurs when subsets of the work group perceive that their interests differ from the majority of the union and seek to address their concerns through the grievance procedure.

The grievance procedure also assumes many secondary roles. For instance, since no collective agreement can cover every possible issue that may arise during its term, the grievance procedure provides a mechanism for the extension of the relation ship between the parties. The parties can therefore resolve issues of contention, which arise during the life of the collective through the grievance process.

In fact, of ten times the contract language is purposely vague since it is all that the negotiators could agree upon and application are therefore channeled in to the grievance procedure for resolution. Since the collective agreement contains many imprecise terms, often intentionally, the application of these provisions to the workplace is determined measure through the grievance procedure; the process serves as the mechanism where management and union representatives can ‘bargain’ over the applicability of the terms in question. Further more only the very smallest number of

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grievances are over explicit clauses in the contract; the over whelming that are only implicitly covered. Thus, in interpreting vague and implicit provisions of the collective agreement, the grievance procedure extends the bargaining relation ship between the parties.

The union may utilize the grievance process to pressure management for strategic purposes. These could include the numerous filling of certain grievances as a negotiation tactic prior to the bargaining of the negotiations for the new collective agreement or the overloading of the grievance procedure as a pressure tactic in response to a unilateral management initiative.

Grievance procedures enable individual employees or union officials to challenges management over a wide range of wage and working conditions. Individual workers enjoy free choice in the filling of grievance and may there fore independently choose whether to grievance a particular issue shop stewards and other union officials enjoy a degree of individual choice, when deciding how to respond to an employee grievance.

Broad functions of the grievance procedure:

In addition to the practical roles the grievance procedure plays, there are several broader, more theoretical functions that may be fulfilled by the actual presence of the process.

Constitutional function:

A constitutional or recognition function is derived by the grievance process, particularly at the industry, wide level but also at the plant level, since the disputes procedure is the means by disputes procedure is the means by which both parties accept the others legitimately and by which they can interact.

Legislative function:

The process serves a legislative or rule making purpose because it provides a mechanism for employees to legitimately intensive and participates in the decisions made by management by management. Therefore provides them with a potential part of the ‘legislative’ function of the firm.

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Executive function:

An executive or administrative role is served by the grievance process as it can be used to clarify or expand on management decisions by realizing issues which create uncertainly and in this capacity; the procedure amplifies the executive function.

Power distribution function:

By specific what can and can not be done in the course of the grievance process, the procedure may provide one side or the other a tactical advantage and therefore the grievance process can serve a power distribution function.

Communication function:

The presence of a functional grievance procedure fulfills a communications function since it can help management become aware of problems in the work place and conversely, can also assist in the dissemination of management policy.

Benefits of Grievance Procedure

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The grievance procedure’s most widely recognized benefit is as a conflict management and dispute resolution mechanism. It provides a peaceful means to reduce the pressure and fears of employees and to settle workplace disputes without stoppage of work or resort to economic sanctions. It also compensates for ambiguity in contract language by permitting the contract to be constructed in the light of the many different events that occur during the day to day operation of a plant and in the context of potentially conflicting by workers, union representatives, and managers.

Among the benefit for management is the virtual guarantee the presence of a grievance procedure provides of ‘uninterrupted production during the life of the labour agreement, the use by management of union resources and personnel to police the labour agreement and a systematic source of information about problem areas in the work place information that can be used for subsequent evaluation and corrective action’.

There are benefits for the union as well. The grievance procedure may facilitate the enhancement of union solidarity by developing of union solidarity by developing employee loyalty. The interests of union officials are served since the processing of employee concerns convincers the union membership that their leaders are doing their jobs and this assist in their re election.

Finally by specifying the grievance procedure in the collective agreement, disputes arising during the life of the life of the collective agreement are resolved through a grievance procedure, which has been mutually supported by both parties and that fits the organization, management and union.

The presences of the grievance process it self is a testament to the right workers receive by virtue of their union membership. From this perspective, the out come of the process is less improvement of the grievance process itself.

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Finally the grievance process tents to solidify the more formal collective bargaining agreement in which the procedure is rooted and the precedents established and in the process can sharpen workplace policies and enhances efficiency.

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Weakness of Grievance Procedure

While the grievance procedure is recognized as an important part of the collective bargaining relationship, there is drawbacks inherent part of the collective bargaining relationship. There are drawbacks inherent to the process. A number of weaknesses have been identified literature.

Perhaps the most commonly faulted aspect of the grievance procedure is the presence of the third party, blinding arbitration. From management perspective it puts limitation management rights and from the unions perspective it may mean some loss of control over work place issues. In addition both union and management must surrender their ownership of the issue to an outside third party in some instances, moreover, the use of binding, third parry arbitration may actually be detrimental to harmonious industrial relations.

From the employees’ perspectives, the greatest weakness may be the delay in the processing of the grievance and the cumbersomeness of the procedure itself, both of which may discourage employees from using the grievance process. As a union official put it.

(A) Major obstacle to an effective procedure is created by those in management and labour who become curbstone lawyers in the grievance procedure. The comma and the semi comma become colon more important to them the problem which semi colon become more important to them the problem which gave rise to the continuing the costs of wins and losses become a sort of shibboleth and reasonable judgment.

A major weakness of the grievance procedure is the differing expectations that the various stake holders for the process. If these expectations are diverse of severe enough then the effectiveness and utility of the grievance procedure can be undermined because the parties may ultimately lose respect for the process and resort to the procedure could decline as a result.

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Grid procedure may present the greatest source of frustration to lower level management. This is because lower level managers desire to retain the greatest degree of autonomy and flexibility in the operation of their departments and in this regard the appeals process of the grievance procedure and senior managements desire to use it to ensure compliance with corporate policy undermine their autonomy. As well, the tendency to support and back up another member of management runs counter to the desire of workers for an impartial, non biased appeals process.

(B) Conventional grievance procedure has become instruments of a tactical kind. They tend to enlarge rather than to resolve problems. There are more appeals made than when on raises a constitutional question in the federal coats and the irony of it is that appeal except in the final step of arbitration is not to some one higher up in the employer’s echelon who has already participated step. The some is true on the union side. The representative sensitive who handles the appeals has invariably been consulted in the prior step and yet the ritual goes on.

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Structure of Grievance Procedure

The most extensive study to date on grievance procedure structure was conducted by the United States Bureau of labour statistics in 1964 (BLS 1964), which examined 1717 major collective contract covering at least 1000 employees.

The study founds that 99 percent of collective agreements featured a grievance procedure and that third party arbitration was the terminal step in 94 percent of the contracts.

The majority of collective agreements specified the successive procedural steps of the grievance procedure and these steps ranged from the simple informal to the highly formalized. The number of steps in the grievance procedure managed from one to six or more.

With most contracts specifying three or four step procedure. In practice single step grievances procedure may infect in corporate more than on stage as employees may attempt informal settlement of complaints before taking the matter to their union. Of course informal attempts at grievance resolution could also occur in organizations with multi step procedures and consequently the actual stages in any grievance procedure may exceed that specified in the collective agreement.

In 17 percent of the unit, the first step of the grievance procedure required a verbal. It should be noted however that the British Industrial relations systems differs dramatically from the findings of Thomson and Murray (1976) may not be directly comparable. Approaches first followed by a written grievance and in 11 percent the written/verbal alternative was at the griever’s discretion.

Finally, in a study of twenty two British grievance procedures, it was found that five contained four stages, five contains five stages, four contains six stages, five contains seven stages, and one left the matter to the discretion of the grievant and his or her representatives.

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IR Climate and Grievance Activity

There have been number of studies on the relationship of industrial relations climate and grievances rates and outcomes at both oral and written stages of the grievance procedure.

Some of the following aspects of the day to day union management, relationship were used to determine industrial relations climate.

The motivational orientations and action tendencies the parties and towards each other

The beliefs they held about the others legitimacy. The level of trust present in the relation ship. The degree of friendliness that exists between the parties. The impact of the union on productivity, discipline, communications. The inclusiveness of the grievance procedure. The overall satisfaction with the grievance procedure.

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Research Methodology

Significance and need of the study

In employment relationship both employer and employee have mutual expectations, when an employee’s expectations are not fulfilled; he will have a grouse against the employer because of the disagreement or dissatisfaction it causes. Similarly when employer’s expectations about an employee are not fulfilled, the employee will have a grouse against such employee. For achieving higher productivity and sound industrial relation in the organization, it is residential to eliminate all such grouses from the work place.

Effects of Grievances

Grievances can have several effects, which are essentially adverse and counter productive to organizational purposes the adverse effects include:

a) Loss of interest in work and consequent lack of morale and commitment.

b) Poor quality of production.c) Low productivity.d) Increase in wastage and costs.e) Increase in absenteeism.f) Increase in the incidence of accidents.g) Indiscipline.h) Unrest, etc...

It is important to have sound IR policy for redressing the grievances of the employees and in a way this study help to explore the different types of grievances and the attitude of the employees towards procedure for settlement of the grievances.

Scope of the study

The present study explores variables like age, education, experience and their relation ship with the ultimate of employees towards grievance

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machinery. The study tries to analyze the factors like awareness; management practices, union practices and individual grievance machinery. The present study analyzing the human behaviors and feelings of the workers towards grievance machinery in the organization. The study will be helpful in understanding various types of grievance and their cause and effects understanding various types of grievances and their cause and effect relationship in organization. It also explores the degree of intensity of each type of grievances in organization. It also explores the degree of intensity of each type of grievance in organization. Thus this study will be helpful in taking adequate steps in redressing employee grievances politically and maintaining and reducing the IR problems and creating harmonious culture in the organization.

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The objective of the study

The objective of the present study may be classified under the following headings:

(A) Broad objectives.(B) Specified objectives.

(A) Broad objectives:

a) To study the attitude of employees towards grievances handling procedure.

b) The event study is to analyze the agree of intensity of different types of employee in the organization.

(B) Specific objectives:

a) To understand the general profile of respondents with respects to personal and work related variables.

b) To study the level of awareness if employees towards grievance settlement procedure.

c) To study the relation ship between the job experience different types of grievances.

d) To study the attitude of employees towards grievance procedure on the sub scale of management and union practices.

Study Design:

The present is descriptive in nature explores various types if grievances and their relationship with personnel variables.

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Universe:

The study is conducted on the employees of Swati Witchgear Switchgears Industries Ltd. It is into the production of different types of pressed ware and hollow ware Switchgears products and marketed in India and other countries.

Sample:

The total numbers of 50 employees were taken for the study purpose.

Sample Procedure:

The procedure of sampling was random samplings. All the respondents were from the different determents were from the different departments. The data collection was done through the help of 50 respondents and they all were workers.

Tools for data collection:

In order to carry out the study interview schedule was used as a tool of collecting data regarding personal background and about the variables of attitude towards grievance procedure.

The researcher prepared the interview schedule by the intensive reading on the subject as well as with the consultation with guides.

The tool has consisted total 43 questions and divided into two parts: personal background and attitude studies.

The tool has following components:

1) Awareness about the procedure.2) Management practices.3) Union practices.4) Individual personality traits.5) Types of grievance.6) Principles of natural justice.

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Data Analysis:

The collected through interview schedule has been analyzed by using single frequency table. The data regarding the personal background like age, sex, experience etc. have been presented in the form of single frequency tables. While the data collected through interview schedule finding the attitude has been scored.

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Limitation of the study:

Since the data is collected through interview schedule, investigator feels that the data are realistic and respondents have experience with their own consent. Investigator believes that the collected data through interview schedule are as respondents own view on each issue, more over the results of this study if restricted up to the organizations under study and can not be generated for all employees in other industries.

Reference Period:

The study has been carried out in Swati Swithcgears (India) Pvt. Ltd. Ahmedabad from 12th April2010 to 31st May2010.

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REVIEW OF LITERATURE

Concept: - Employee Grievances

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The term ‘grievances’ is used to designate claims by workers of a trade union concerning their individuals or collective rights under an applicable collective rights under an applicable collective agreement, individual’s contract of employment, law, regulations, work rules, custom or usage. Such claims involve questions relating to the interpretation or applicable 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.

An indication of what is meant by that the term ‘grievance’ is given in the examination of grievance recommendation ( No.130), adopted in 1967 by the international labour conference, taking into account the variety of national practices. The recommendations stages:

“The grounds for a grievance may be any measure of situation which concerns the relations between employer and worker or which affect the conditions of employment of one or several workers in the appears or of an individuals contract of the custom or usage of the occupation breach of economic activity or country”.

Why Grievances?

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Grievance may occur for a variety of reasons:-

Economic: wage fixation, wage compensation, overtime, bonus, etc. employees feel they are getting less than wage they ought to get.

Work environment: poor working conditions, defective equipment and machinery, tolls, materials, etc.

Supervision: disposition of the boss towards the employee perceived notions of favoritism, nepotism, bias etc.

Work group: strained relations or incompatibility with peers. Feeling of neglect, ostracisation and victimization.

Effects of Grievances

Grievances can have several effects, which are essentially adverse and counter productive to organizational purposes. The adverse effects include:

(1) Loss of interest in work and consequent lack of morale and commitment.

(2) Poor quantity of production.(3) Low productivity.(4) Increase in wastage and costs.(5) Increase in employee turnover.(6) Increase in absenteeism.(7) Increase in the incidence of accidents.(8) Indiscipline.(9) Unrest.

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Model for Grievances Redressal Procedure for staff and officers in organization

1) Objectives: The objective of the grievance Redressal procedure is to provide an easily accessible machinery to settlement of grievance and to adopt measures in organization undertaking as would ensure expeditions settlement of grievances of staff and officers leading to increased satisfaction on the job and resulting in imposed productivity and efficiency of the organization.

2) Applicability: The scheme will cover all staff and officers of the organization except employees who are deemed to be workers/ workmen under the factories act 1948/ industrial disputes or any other legislation applicable to such categories of employees.

3) Grievance: Grievance for this scheme would only mean a grievance relating to any staff member/ officer arising out of the implementation of the organization. It can include matters relating to leave, increment, acting arrangements, non extension of benefits under rules interpretation of service rules, etc., of an individual nature.

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Procedure for Handling Grievances

Subject to the above provisions, individual grievances of staff

members and officers shall hence forth be processed and dealt with in the following manner:

(a) An aggrieved staff member or officer shall take up his grievance(s) orally with his immediate superior who will give a personal hearing and try to resolve the grievances at his level within a week.

(b) If the grievance is not satisfactorily redressed, the aggrieved staff member/ officer may submit his grievance in writing to the departmental head concerned or to the personnel officer/ managers may be determined by the chief executive of the organization. Such nominated authority will record his comments on the representation with in several days and if need be refer it to the Grievance Redressal Committee in case the grievance is not resolved or settled amicably.

(c) In exceptional case, with the concurrence of the Grievance Redressal Committee, the aggrieved staff member/ officer whose grievance has been considered and is not satisfied with the decision of the deciding authority, will have chief executive. A decision on such appeal will be taken with in one month of the receipt of the appeal.

(d) Grievance in respect of the following two categories of officers will not fall within the purview of the Grievance Redressal Committee. In their case, the procedure will be as under:

(I) In the case of officers who are one step below the board level, the individual grievance may be taking up with the concerned director.

(II) Officers reporting directly to the chief executive may approach him for resolving grievances.

Compensation of the Redressal- Committee

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The chief executive of the organization may determine the composition and tenure of the Grievance Redressal Committee.

In the case of multi unit organization the chief executive may constitute grievance comities at the regional level and also nominate the deciding authorities. Then they may prefer an appeal to the head quarters. The grievances Redressal committee should meet at least once a month.

Overall guidance and conditions

(a) The staff member/ officer shall bring up his grievance immediately and in any case with in a period of 3 months of its occurrence.

(b) If the grievance arises out of an order given by the management, the said order shall be complained with before the staff member/ officer concerned involves the procedure laid down here in for Redressal of his grievance.

(c) Grievance pertaining to or arising out of the following shall not come under the purview of the grievance procedure:

1. Annual performance appraisal/ confidential reports;2. Where the grievance does not relate an individual employee or

officer;3. In the case of any grievance arising out of discharge or dismissal of a

staff member or officer.

(d) Grievance pertaining for arising out of disciplinary action or appeal against shall be channeled to the competent authority as laid down under the conduct, discipline and appeal rules of the organization and in such cases the Grievance Redressal Procedure will not apply.

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The importance of the grievance system to union members and organizations

Industrial theory has proposed that workers join unions because of the expectation on of higher wages, greater job security, or an over all improvement in employee conditions.

Newton & Shore (1992) summarized these benefits under the label of “union instrumentality”. In addition to this economic important explanation allies the opportunity for “collective voice”.

Hirschman’s exit voice, and loyalty model, which was adapted to explain employment relation ship and suggests that a dissatisfied employee has two behavioural options: leave company (exit) or file a complaint with the union and express his feelings of discontent.

In a unionized work context, a grievance is initiated when an employee formally files a complaint with an agent of the unionized alleges that his rights have been violated. From management’s stand point, the grievance procedure is an up ward channel of communication that effectively identifies problem areas in the organization. Based on previous research, klass (1989) offers a model that suggests discontented employees can turn to informal behaviours that have negative consequences for the organization, having a formal way of resolving these welling of inequity can save the employer move conflict and prevent decreased productivity.

Common types of grievance can be divided under four main categories:

1. Staffing: for e.g., promotions, layoffs, job bindings, and transfers or reassignments.

2. Work Conditions: for e.g., work standards and measurement methods, working out of job classification, hazardous conditions, working overtime.

3. Discipline: for e.g., disciplinary penalties, discharge and harassment.

4. Supervision: i.e. consideration versus detrimental supervisory behaviours.

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To grieve or not grieve: The- Retribution Dilemma

Klass’ behavioural model suggests that employees rarely file a grievance on impulse as soon as a grievance opportunity is perceived to exist. Rather the decision to initiate a grievance typically involves a process in which the employee considers the relative costs and benefits of filling he grievance relative to the costs with the other potential avenues of resource.

Systematic and qualities studies that have been conducted in the last decade demonstrate the personal consequences of filling a grievance. The organizational punishment model suggests that individuals who involved in grievance may be punished for violating the “informal rules” of the organization.

Specifically, supervisors react negatively to employees that file grievance against their supervisors, especially when those grievances are decided in the employees favour. The average reduction, given the period being examined was -33%. Responding and drop of just under one standard deviation.Moreover, Delaney (1933) reports that after having filled a grievance filled a grievance, the grievant and higher turnover rates than non grievant. Considering these finding it is not surprising the employees that contemplate filling a grievance might feel retribution.

Gender and Race as moderators of grievance activity developing the work context model

(A) Employee characteristics as determinants of employee grievance filling:

Much of the early research in employee grievance filling attempted to identify the demographic characteristic differentiating between those who file grievance from who do not.

Since demographic factors may influence employees’ evaluations work place conditions, they may determine the extent to which these conditions are perceived as grievance opportunities. Finally, there is a need to control the differences between industrial sectors given the structured variability in the number of steps contained in grievance systems and the dispositional

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variability of union members and their representatives to file a formal grievance.

(B) Work context:

Research has shown that among the many work related issue that may influence grievance activity supervision and job conditions tend to be the most frequently aggrieved across multiple sectors.

A basic premise of the studies examining the impact of both supervision and job conditions grievance filling is that aversive supervision and job characteristics, which present employees with grievance opportunities should be linked to an increase in grievance.

Klass model suggests that the perceived existence of aversive supervisory or job condition for grievance filling. While this would appear on the surface to be a relatively simple proposition to operationalise, in relatively it is far more comply and studies of the link between work context and employee grievance have yielded at best only mixed results.

Supervision

Researchers concerned with the impact of supervision on employee grievance have tended to focus on two main types of indicators, namely those having to do with...

(a) Supervisor capabilities.(b) Leader ship style.

(a) Supervisor capabilities: A relatively strong and consist inverse relationship has been found between supervisory capabilities and grievances. For example Allen and Keaveny (1985) found that, non grievant, relative to grievant held significantly more favourable attitudes about the competence of their supervisors.

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(b) Leader ship style: probably best known, is the leadership study conducted by Fleishman and Harris (1962). They compared the grievances rates resulting from two leadership styles of behaviours: consideration (a leadership behaviour emphasizing deeper concern for group membership needs) vs. structure (a leadership behaviour emphasizing an attempt to achieve production and organizational goals, through the management of the group activities).

The findings on leadership style and grievance behaviour are not consistent. For e.g. recent studies have found structure to be unrelated to grievance activity and consideration (or a more democratic leadership style) to be significantly associated with more grievances.

Job conditions

The literature on the impact of job conditions on grievance activity is for more limited than on grievance activity is far more limited than that on supervision. Researcher concerned with job conditions have concentrated primarily on work technology variables. Such as the need to follow strict schedules and procedures, reutilization and task interdependence. There again the results have been at least mixed.

The Bacharach and Bamberger’s work context model suggests that job attributes that are universally perceived to be aversive, namely the need to work in an unsafe work environment and the need to work excessive hours will be positively associated with grievance filling behaviour. (a) Work excessive hours: This issue of particular relevance in light of recent changes in the nature of work. Specifically, many employers have recently sought to lower labour costs by reducing staffing levels and increasing the flexibility of their remaining work for employee, thus placing increased temporal demands on their employees.

Increased temporal job demands have been associated with a wide range of negative stressed burn out, work family conflict and physical health complaints.

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(b) Unsafe work environment: A dangerous work environment is one that exposes the employee to one or more work hazards (e.g. slippery floor, dangerous work methods, fire or electrical stock.)

A strong positive correlation between the issue of health and safety and the rate of grievance filling was found. This can be explained by that safety is one of the basic human needs, according to Maslow’s Need Theory (1943). When the need for safety is not provided by the organization, the employee will react to fulfill it. Having no alternatives but to “open management’s eyes” through the formal channels, the employees will file a grievance.

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Stages for Grievance Procedure

Stage: 1 if an employee has a grievance relating to his/her employment, the matter should be initially with the employee’s immediate supervisor/head pf department as appropriate. The grievance should be raised orally in the first instance. In the event that the grievance relates to the employee’s immediate supervisor/head of department who would normally deal with a grievance at this stage, the grievance should be refereed to the employee’s immediate supervisor’s own manager/head of department’s immediate manager. Most grievances will be resolved at this stage.

Stage: 2 if the grievances have not been resolved at stage 1, the complainant may refer the grievances to the head of department/vice principal as appropriate by obtaining from the personnel department and complete a grievance form. The complaint must complete the form by providing full details of the complaint and should address it to the human resource manager.

The employee bringing the grievances or his/her representative will be given the opportunity to explain the nature of the grievances, submit verbal/written evidence and call appropriate witnesses.

Stage: 3 if the complaint is not resolved to the satisfaction of the employee at stage 2, an appeal may be submitted, in writing, to the principal within ten working days of receipt of the decision reached at stage2.

The employee will be entitled to have a meeting with the principal and to be accompanied and represented by a trade union representative or work place colleague.

The principal will consider the appeal and May supplied with all of the documentation submitted in relation to the earlier stages of the procedure.

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The principal will issue and send to all parties, copies of a written decision within ten working days of receiving the appeal in writing. Such decision will be final

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Guidelines for Supervisor for handling Grievance Procedure

1. Do investigate and handle each and every case and through it may eventually result in an arbitration hearing.

2. Do talk with the employees about his grievances; give him a good and full hearing.

3. Do require the union to identify the specific provision allegedly violated.

4. Do enforce the contractual time limits.5. Do commonly with contractual time limits on the company for

handling grievances.6. Don’t argue the merit the grievance first if the grievance is

untimely.7. Don’t make arguments with individuals that are inconsistent with

the labour agreement.8. Don’t discuss case with steward alone.9. Do determine if the grievant was the proper individual to have

field the grievance.10.Don’t apply the grievance remedy to an improper grievant.11.Don’t hold back the remedy if the company is wrong.12.Do remember the union is moving the party.13.Don’t assume a judicial or arbitral role.14.Do visit the work are of the grievant.15.Do determine the relevant contract provision.16.Do examine the relevant contract provision.17.Do determine if the company has been consistent.18.Do determine if there has been equal treatment of employees.19.Don’t admit to the binding effect of a past practice.20.Do examine the grievant personal record.21.Do fully examine prior grievance record.22.Do examine the contract negotiation record.23.Do produce all available grievances.24.Do evaluate and political connotations of the grievances.25.Do permit a fall hearing on the issues.26.Do identify the relief the union is seeking.27.Don’t practice Parkinson’s Law in your labour relations.28.Don’t permit misconduct by the union representative.29.Do treat the union representative as you equal.

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30.Do command respect from union representatives.31.Don’t relinquish your authority to the union.32.Do admit your errors and take corrective action.33.Do hold your grievance discussions privately.34.Do bear burden of proof in discipline and discharge cases.35.Do offer grievance procedure in lieu of self help.36.Don’t live quietly with bad contract proposition.37.Do use the grievance meeting as another avenue of

communication.38.Don’t bargain over items not covered by the contract.39.Do treat union representatives and employees as people.40.Do handle subcontracting issues carefully.41.Don’t argue grievances issues off work premises.42.Don’t treat as arbitrate claims demanding disciplines of discharge

of management members.43.Do preserve the integrity of assigned jurisdictions.44.Do control union activity during working hours.45.Don’t settle grievances while in doubt.46.Don’t support another supervisor in hopeless case.47.Don’t give long written grievance answers.48.Do exercise authority and dispose of the issues.49.Do help employee’s understand economic realities.50.Do know your employee’s individuals.

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DATA ANALYSISAND

INTERPRETATION

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Data Analysis and Interpretation

Age wise distribution of respondents

Age Frequency Percentage20-30 21 42%31-40 07 14%41&above 22 44%Total 50 100%

The above table shows that in the age group of 20-30 years. There are 21(42%) respondents in the age of 31-40. there are 7(14%) and in the age group of 41 and above years, there are 22(44%) respondents. Thus, majority of the respondents i.e. 22(44%) falls under the age group of 41 and above.

%

Age

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Sex wise Distribution of Respondents

Sex Frequency PercentageMale 50 100%Female Nil NilTotal 50 100%

The above table shows that all the respondents 50(100%) are male respondents and there is not a single female included in the respondents.

%

Sex

Thus all respondents i.e. 50(100%) are Male.

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Marital Status of Respondents

Status Frequency PercentageMarried 47 94%Unmarried 03 06%Total 50 100%

The above table shows that 47(94%) respondents are married and only 3(6%) respondents are unmarried.

%

Marital Status

Thus majority of the respondents i.e. 47(94%) are married.

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Qualification wise distribution of respondents

Qualification Frequency Percentage SSC 36 72% HSC 04 08% Degree 02 04% ITI 08 16% Total 50 100%

%

Qualification

Above table shows that 36(72%) respondents are SSC passed,4 (8%) respondents HSC passed, 2(4%) respondents are degree holder and 8(16%) are ITI passed.

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Length of the service of respondents in the organization

Scale Frequency Percentage1-5 years 18 36%6-10years 32 64%Total 50 100%

The above table shows that 18(36%) respondents are falls under experience group of 0-5 years and 32(64%) respondents are falls under experience group of 6-10 years.

Table showing the awareness of the respondents

Scale Frequency PercentageYes 17 34%No 20 40%Don’t know 13 26%Total 50 100%

The above table shows that 17(34%) respondents are aware about the grievance procedure and 20(40%) respondents are not aware about it while 13(26%) respondents don’t know about the procedure.

The majority of the respondents 20(40%) respondents are not aware about the procedure.

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Table showing the attitude of the respondents towards management

Scale Frequency PercentageA: To full extent 22 44%B: To great extent 12 24%C: Natural 06 12%D: To some extent 06 12%E: Not at all 04 08%Total 50 100%

The above table shows that 22(44%) respondents agreed that the management is highly concerned about their problems, 12(24%) greatly, 6(12%) are natural, 6(12%) respondents agreed to some extent and 4(8%) are not at all agreed.

Table showing usefulness of procedure by respondents

Scale Frequency PercentageYes 42 84%No 08 16%Total 50 100%

The above table shows that 42(84%) respondents agreed that they have gone through proper channels for redressing their grievances while 8(16%) respondents don’t.

Table showing the attitude of the employees towards management

Scale Frequency PercentageYes 18 36%No 32 64%Total 50 100%

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The above table shows that 18(36%) respondents agreed that management gives reasons for coming on certain conclusions or decisions after completing the procedure while 32(64%) respondents agreed that management does not gives reasons for coming on conclusions or decisions after completing the procedure.

Table showing the level of utility of the grievance procedure

Scale Frequency Percentage A: To full extent 39 78%B: To great extent 06 12%C: Natural 01 02%D: To some extent 04 08%E: Not at all Nil 00% Total 50 100%

The above table shows that 39(78%) respondents believe in the utility of the grievance procedure while 1(2%) respondents believe in the utility of the grievance procedure naturally.

Table showing the awareness about the standing order/service rules of the respondents

Scale Frequency Percentage Yes 40 80%No 10 20%Total 50 100%

The above table shows that 40(80%) respondents are aware about the service rules or the standing order of the company and 10(20%) respondents are not aware about it.

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Table showing attitude of the respondents towards supervisor

Scale Frequency Percentage Yes 48 96% No 02 04%Total 50 100%

The above table shows that 48(96%) respondents agreed that the supervisor are friendly with them while 2(4%) agreed that the supervisor are not friendly with them.

Table showing the respondents relations with their colleagues

Scale Frequency Percentage Yes 48 96% No 02 04% Total 50 100%

The above table shows that 48(96%) respondents agreed that their colleagues help them during the grievance procedure while 2(4%) respondents do not agree it.

Table showing the member ship of the union

Scale Frequency PercentageYes 49 98%No 01 02%Total 50 100%

The above table shows that 49(98%) respondents are the member of the union while 1(2%) respondents are not the member of the union.

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Table showing level of satisfaction of the respondents with the union’s functioning

Scale Frequency Percentage A: To full extent 24 48%B: To great extent 15 30%C: Natural 06 12%D: To some extent 04 08%E: Not at all 02 04% Total 50 100%

The above table shows that 24(48%) respondents fully agreed they are satisfied with the union’s functioning while 2(4%) are not at all satisfied with the union’s functioning.

Table showing the helpful attitude of the union

Scale Frequency PercentageYes 49 98%No 01 02%Total 50 100%

The above table shows that 49(98%) respondents agreed that the union helps them during the grievance procedure while 1(12%) agreed that the union does not helps them during the grievance procedure.

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FINDINGSAND

CONCLUSION

Findings

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Findings of Personal Background

The majority of the respondents i.e. 22(44%) falls under the age group of 41 and above years.

All the respondents i.e. 50(100%) are male.

The majority of the respondents i.e. 47(94%) are married.

The majority of respondents i.e. 36(72%) are SSC passed.

The majority of the respondents i.e. 32(64%) falls under 6 to 10 years of services experience group.

Findings of Awareness of Respondents

Majority of the respondents i.e. 20(40%) are not aware about the procedure.

Majority of the respondents i.e. 28(56%) are not aware about the tailor made grievance procedure and i.e. 27(54%) agreed that the procedure follow the legislative approach.

Majority of the respondents i.e. 43(86%) agreed that the procedure follow the human relation approach.

Majority of the respondents i.e. 22(44%) are not aware that the organization conduct the periodic review of functioning of the procedure.

Majority of the respondents i.e. 14(28%) are greatly as well as naturally aware about the service rules or the standing orders of the company.

The 18(36%) respondents are not aware about procedure are fall under the experience group of 6 to 10 years.

Findings on the Respondent’s Attitude towards Management

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Majority of the respondents 22(44%) are fully agree that the management is highly concerned about the problems.

Majority of the respondents i.e. 39(78%) agreed that the management sincerely collect all the facts about the grievances.

Majority of the respondents i.e. 16(32%) agreed that the management does not take wrong and hasty decisions on grievances.

Majority of the respondents i.e. 35(70%) agreed that does not impose decisions on them.

Majority of the respondents i.e. 17(34%) agreed that the management consult the employee’s for decision making.

Findings of the Respondent’s Attitude towards Procedure

Majority of the respondents i.e. 19(38%) agreed that the procedure promote the satisfaction relations between the employee’s and management.

In the experience group of 1 to 5 years, there are 31(62%) respondents agreed that they have friendly relationship with supervisor and in the experience group of 6 to 10 years, 17(34%) agree that they have friendly relationship with supervisor.

Findings of Union Practices

Majority of the respondents i.e. 49(98%) are the member of the union.

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Majority of the respondents i.e. 26(52%) agree that the management has full influence on respondents.

Majority of the respondents i.e. 40(80%) agree that their union has political affiliation.

Majority of the respondents i.e. 42(84%) agree that there is no biases prevailing in the union.

Majority of the respondents i.e. 49(98%) that the union them during the grievance procedure.

Findings on Respondent’s Relationship with Others

Majority of the respondents i.e. 48(96%) agree that the supervisor are friendly with them.

Majority of the respondents i.e. 48(96%) agree that their colleagues help them during the grievance procedure.

Majority of the respondents i.e. 20(40%) greatly agree that they are having very good relationship with their colleagues.

Findings on the Causes of Grievance in the Organization

Majority of the respondents i.e. 23(46%) agreed that the promotion can not all be the causes in the organization.

Majority of the respondents i.e. 45(90%) agreed that the demotion can not at all be the causes of grievances in the organization.

Majority of the respondents i.e. 20(40%) agreed that the working can not at all be the causes of grievances in the organization.

Majority of the respondents i.e. 25(50%) agreed that the poor relation can not at all be the causes of grievances in the organization.

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Majority of the respondents i.e. 44(88%) agreed that the leave can not at all be the causes of grievances in the organization.

Majority of the respondents i.e. 23(46%) agreed that the job security can not at all be the causes of the grievance in the organization.

Majority of the respondents i.e. 15(30%) agreed that the amenities can not at all be the causes of grievance in the organization.

Majority of the respondents i.e. 36(72%) agreed that the fines can not at all be the causes of grievances in the organization.

Majority of the respondents i.e. 48(96%) agreed that the victimization by management can not at all be the causes of grievance in the organization.

Majority of the respondents i.e. 18(36%) agreed that the continuity of service can not at all be the causes of grievance in the organization.

Conclusion

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It is observed that majority of the respondents fall under that age group of 31-40 and 41 above are SSC passed. Majority respondents fall under the experience group of 6-10 years and most of all are married. It is also concluded that all the respondents are male.

It is observed from the findings that the majority of the respondents are not aware about the procedure and also aware about the tailor made grievance procedure.

It is observed that the majority of the respondents agree that the procedure follow the legislative approach and respondents agreed that the procedure follow the human relation approach.

It is observed that from the findings that the grievant employees are generally utilizing proper channels for redressing grievances and in this way the procedure become very prompt. Almost all the respondents believe in the utility of grievance procedure.

The respondents agree that the grievance procedure is helpful to promote the satisfactory relationship between employee’s and management. The respondents also agree that their relationship with supervisor help grievant to solve his problem.

It is observed that the majority of the respondents are the member of the union and union helps their member for redressing their grievances.

The respondents agree that the union has great influence on the management and it is effective in his working style. It is found that there are no such biases prevailing in the union.

It is observed from the data that the main causes of grievances are amenities, compensation, wage payment and continuity of service.

It is observed from the data that the least concern causes of grievances are demotion, leave, transfer and victimization by management.

Questionnaire

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“A STUDY OF ATTITUDE OF THE EMPLOYEE OWARDS THE GRIEVANCES SETTLEMENT PROCEDURE”

Personal Data of Respondents:

Name:

Age:

Sex:

Marital status: Married Unmarried

Qualification: SSC HSC ITI DEGREEDesignation:

Grade:

Length of service in organization:

Note: This data will be kept confidential.

Questionnaire for the Respondents

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1. Are you aware about the grievance handling procedure before you had/have any grievance? Yes No

2. Does your organization have any tailor made grievance handling procedure?

Yes No

3. Does your organization follow the prescribed steps (legislative/labour contract approach) to redress the grievance?

Yes No

4. Does your organization solve the grievance by mutual understanding (human resource approach)? Yes No

5. During the settlement of grievance to what extent does your organization concern with your problems? (a) To full extent (b) To great extent (c) Natural (d) To some extent (e) Not at all

6. How many times you have gone through the grievance settlement procedure within your service life?

(a) One (b) More than one

7. Have you given the fair opportunities to express your grievance before the management?

Yes No

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8. Have you gone through any proper channel for redressing your grievance?

Yes No

9. To what extent your organization grievance procedure takes appropriate decision after a careful consideration of all the facts regarding your grievance?

(a) To full extent (b) To great extent (c) Natural (d) To some extent (e) Not at all

10. Has the management given reason(s) to you for coming a certain conclusion or decisions after completing the procedure?

Yes No

11. Does your organization collect all the facts about the grievance?

Yes No

12. To what extent, does your organization take wrong and hasty decision grievance?

(a) (b) (c) (d) (e)

13. To what extent, you realize the helpful attitude and support of the management during the procedure?

(a) (b) (c) (d) (e)

14. To what extent, you believe in the utility of the grievance procedure?

(a) (b) (c) (d) (e)

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15. To what extent your grievance procedure is fact oriented instead of employee oriented? (a) (b) (c) (d) (e)

16. Does your organization conduct a periodic review of functioning of the procedure?

(a) (b) (c) (d) (e)

17. Are you aware about the standing orders/service rules of your organization?

Yes No

18. According to you, to what extent grievance settlement procedures promote satisfactory relations between employee’s and management?

(a) (b) (c) (d) (e)

19. Does your management impose the decision on you?

Yes No

20. To what extent does your organization consult the employee for decision making?

(a) (b) (c) (d) (e)

21. Does your supervisor friendly to you?

Yes No

22. Do your colleagues help you during the grievance settlement procedure?

Yes No

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23. How is your relationship with your colleagues?

(a) excellent (b) very good (c) good (d) fairly good (e) satisfactory

24. Are you a member of any union?

Yes No

25. To what extent, your union has influence on management? (a) (b) (c) (d) (e)

26. Does your union have any political affiliation?

Yes No

27. Have you experienced any biased attitude with in union?

Yes No

28. To what extent you are satisfied with the union’s functioning?

(a) (b) (c) (d) (e)

29. Does your union help you to solve your grievance during the procedure?

Yes No

Glossary

In questionnaire (a) = excellent (b) = very good

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(c) = good (d) = fairly good (e) = satisfactory.

SSIL = Swati Witchgear Switchgears Industries Ltd. BIMS= Baroda Institute of Management Studies.

BIBILOGRAPHY

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1. Grievance Handling: Walter E Bear. American Management. Association, Inc.1970.

2. Industrial Relation in India: Charles Mayors. Asia Publication.

3. Dynamics of Industrial Relations: Kesar Singh.

4. The Determinations of Grievance Initiation: Bemmels.B.1994.

5. Labour Arbitration & Dispute Resolution: Getman.J.G.1979.

6. Theoretical Perspective On the Modern Grievance: Lewin.D.1983.

7. Bargaining in Grievance Settlement: Kuhn.J.W.1961.

8. Personnel Management & Industrial Relations: Nair & Nair.2000

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