scooters india ltd report

EXECUTIVE SUMMARY

1

TOPIC GRIEVANCE HANDELING PROCEDURE OF SCOOTERS INDIA LTD ,

LUCKNOW

Each company has a different set of circumstances, and so develops an

individual set of policies called human resource policies. HR policies allow an

organization to be clear with employees on the nature of the organization, what

they should expect from the company and what the company expects of them.

The objective study is to know about the opinions of employees on Grievance

Procedure and whether this process is fruitful or not and to know the opinion of

employee on grievance procedure. At the end study make us aware that which

one is powerful/successful for redressal of Grievance of Employees- Grievance

Procedure or Union Association.

In research methodology research comprises defining & redefining problems,

formulating hypothesis or suggested solution , collecting , organizing &

evaluating data, making deduction & reaching conclusion & at least carefully

testing the conclusion to determine weather they fit the formulating hypothesis.

The first step in developing any sample design is to clearly define the set of the

objects technically called the universe to the studied. Universe can be either be

finite or infinite.Questionnaire is used as researcher instrument for research

analysis.

For the preparation of my report I had taken the sample of the employees of

SCOOTER INDIA LTD. , LUCKNOW”

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And sample size of my report is 50 employees of Scooters India Ltd. And I had

used simple random sampling technique for preparation of research analysis.

In my report the data is collected on the basis of primary data collection

method i.e. questionnaire. The data is also collected on the basis of secondary

data. Data method from Internet & journals & rest information is collected from

the company’s annual books. In my report I have chosen secondary data for

my report is collected from internet.

Analysis of the data requires a no. of closely related operations such as

establishment of categories, the application of these categories to the raw data

through coding, tabulation & then drawing statistical inference..

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INTRODUCTION

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Project assignment is specified work assignments, which are carried by

professional course beneficiaries for their professional career enhancement.

Professionalism is being brought about in the current millennium through different

techniques and one of the methods brought about in business schools is the

system of project assignments. The main objective of project is to expose the

participants towards the given research problem on the basis of a predetermined

hypothesis.

Project has to make pragmatic attitude. It is designed to expose students to real

life business situations and environment. It helps students in applying their

theoretical concepts to valuable insight of corporate and industrial culture and

system.

Every management makes new rules and regulation for worker’s welfare but the

problem is that the workers are unable to understand what is right for them. They

do not take advantage from such laws and new concept.

There might arise some problem at workplace with the employer. These

problems might be regarding to:

Term of employment

Pay and working conditions

Disagreement with co-workers

Discrimination

Not getting statutory employment right

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A grievance procedure lets you make complaints to, or raise problems

with your employer. A grievance procedure is one of the ways to resolve a

problem at work.

Since there is hardly an industry or a company which functions absolutely

smoothly at all times. In some the employees have complaints against their

employers while in others it is the employers who have a grievance against their

employee. This grievance may be real or imaginary valid or invalid, genuine or

false.

A dissatisfaction which is orally made known by one employee to another is

called a complaint. A complaint becomes a grievance when dissatisfaction which

is mostly related to work is brought to the notice of the management.

My project is on Grievance Procedure at Scooters India Limited (SIL), Lucknow.

In SIL there is a process working on grievance under the name of “Grievance

Procedure”. In my method of study, questionnaire method is used. The

questionnaire was distributed to 20 employees of scooters India Limited to do the

analysis of their responses on Grievance Procedure.

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COMPANY PROFILE

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HISTORICAL BACKGROUND OF SIL

Incorporated in 1972, scoters India Limited is an ISO 9001:2000 and ISO 14001

Company situated at 16 Km mile stone, South-West of Lucknow, the capital of

Uttar Pradesh on NH No. 25 and is well connected by road, rail and air.

It is a totally integrated automobile plant, engaged in designing, developing,,

manufacturing and marketing a broad spectrum of conventional and non-

conventional fuel driven 3-Wheelers.

Company’s plant owes its origin to M/s Innocent of Italy from which it bought over

the plant and machinery, design, documentation, copyright etc. the company also

possesses the world right of the trade name LAMBRETTA/LAMBRO.

In 1975, company started its commercial production of Scooters under the

brand name of Vijay Super for domestic market and Lambretta for overseas

market. It added one more wheel to its product range and introduced three

wheelers under the brand name of VIKRAM/LAMBRO. However, in 1997,

strategically, the company discontinued its two-wheeler production and

concentrated only on manufacturing and marketing of 3 wheeler. These three

wheelers have become more relevant in the present socio-economic

environment as it transports goods and passengers at least cost.

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The company has its own marketing netw97ork of regional Sales Offices all over

India, catering to customer’s requirements in the areas of sales and services.

MISSION

To fulfill customer’s needs for economic and safe mode of road transport and

quality engineering products through contemporary technologies.

VISION

To grow into an environment friendly and globally competitive company

constantly striving to meet the changing needs of customer through constantly

improving existing products, adding new products and expanding customer

base.

OBJECTIVE

Providing economical and safe means of transportation with contemporary

technology for movement of cargo and people. Providing eco-friendly, flawless

and reliable products to fulfill customer needs. Achieving customer satisfaction by

providing products at right price and at right time.

QUALITY POLICY

We as a dedicated team are committed to consistently meet the

customers’ requirement in terms of quality, delivery & price.

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( SCOOTERS INDIA LTD. LKO.)

SIL AT A GLANCE

NAME - SCOOTERS INDIA LTD. LKO.

FACTORY ESTABLISHMENT - 7 SEP. 1972

FACTORY AREA - 70.124Sq. Mts.& shaded area

Is 150 acres of land.

NO. OF EMPLOYEES - 1451 ADDRESS - SCOOTERS INDIA LTD.

POST BOX No.-23

Sarojini nagar

Lko.-226008

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AN INTRODUCTION TO “SIL”.

SIL lko is the first automobile central public scooter plant of the this kind in

country incorporated in the 7th sep.1972.Under the company act 1972/1956 and

the certificate for commencement of business on 3rd Nov. 1972.

The plant and the machinery were purchased from M/s innocent Italy .The

foundation stone of the factory was laid down by late Smt. Indira Gandhi on 3rd

April 1973. The company in under administrative control of ministry of heavy

industry govt. of India. The construction of the main factory building in with a

total area of 63244 sq. The commercial production of a company started during

the year 1974-75

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The entire integrated plant was brought by govt. of India along with all the

documentation & world rights from M/s innocent (million) of Italy.

Thus SIL become successor to M/s innocent and the record time of just 18

months.SIL brought but its first model of scooter known by the name of

VIJAY DELUXE without any technical or financial collaboration or support .

It has installed capacity to manufacture 60,000 scooters & 3600 three

wheelers annually.

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HR Deptt. at SIL-

Consideration of personnel management ,apply not only to the organization in

the private sector but not with the increase in the public sector undertaking &

employees in the govt.deptts. There must be greater concern for appropriate

personal policies &their implementation at the govt. level.

SIL has the HR deptt. Right from the beginning but was formally known as

personnel & administrative deptt. Without such a deptt. it would be difficult to

translate into action.

The policies prescribed from time to time by govt. The first step which

leads to employment in govt. service is naturally recruitment. There are 4

classes of 1st to 4th varying in pay scale which have changed the nomenclature

to group A to F .

For Artisans staff varies from S-I to S-III officers vary from grade

0- 7 .Thus the HR deptt. Has a frame proper recruitment rules for each cadre of

the service & for every post without. If there is a problem of posting & transfers of

officers & even the staff which has to be done with the least dissatisfaction &

lowering of morale. In this area, the personal deptt. Can render useful

service .Timely promotion must be given to maintain morale.

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There are three categories of employees-

1. WORKMEN-

Artisan-A

Artisan-B

Artisan-c

Artisan-D

Artisan-E

Artisan-F

2. STAFF -

S-1 Junior Supervisor (lower)

S-2 Supervisor

S-3 Asst. officer (highest)

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3. OFFICER-

G-0 Officer

G-1 Assistant manager

G-2 Deputy manager

G-4 Senior manager

G-5 Chief manager

G-6 Deputy general manager

G-7 General manager

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BOARD OF DIRECTORS -

Shri. Ajay Kumar Chairman cum Managing Director

Shri. Vikram Gulati Chairman Director ( Finance )

Shri. Shashank Goel Director

Prof. S. chakraborty Director (nominee)

Shri. P.P. sarkar Director

Shri S.K. Tripathi Director

Shri. P.K. Brahma Director

Shri. Surajeet Mitra Director

Shri. Arun Singhal Director

Shri. Manoj kr. Singh Director

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TRADE UNION OF SIL

SIL KARMCHARI SANGH affiliated Regd. No.8032

To LMS

SIL employee union ,, 4879

Affiliated to I N T U C ,, 4989

SIL “MAJDOOR SANGATHAN’ ,, 8345

Affiliated to AITUC ,, S 1026

SIL “KAMGAR UNION” ,, 8032

Affiliated to AICCTU m.s. 108

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WINGS OF HR DEPTT. -

There are 4 wings of HR deptt.-

Establishment

Human resource development

Industrial relation & legal relations

welfare

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1- Establishment -

Establishment includes salary& wages administration , recruitment, promotion,

LTC, passing of provident fund, loan etc.

o Salary & Wages administration-

Salary & wages administration refers to the establishment & implementation of

sound policies & practices of employee compensation. It includes such areas

as - Job evaluation, survey of wages & salaries,

Analysis of relevant organizational problems, development & maintenance

of wage structure establishing rules for administering wages, wage payment

incentive, profit sharing, wage changes & adjustment , supplementary

payment, control of compensation costs & other related items.

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Major Highlights of the company

Services- Dealer Network

Manufacturing Facilities- Assembly

Die casting

Machine shop

Fabrication

Surface Treatment

Foundry

Tool Room

Design & Development

Finance & Account- Assets & Liabilities Ratio

Working Results

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Products-

Scooters India Limited makes various & versatile types of three wheelers:

Vikram 450D,Vikram 410G, Vikram 600G, Vikram 750D,Vikram

750D(WC), Vikram EV.

The products have a high payload capacity and efficiency. These are

specially designed and developed for local transportation. However, the

generation of Vikram run successfully in different countries also. Our

product is very demanding in various countries all over the world .

Germany, Italy, Sudan, Nigeria, Nepal, Bangladesh are few of the

countries

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* Vikram 750D

A premiere product from the family of "Vikram" vehicles. It is sturdy, highly fuel efficient, easily maintainable and meets latest emission norms. It is highly cost effective and being used as bread earner for many families .

Application :Passenger Carrier, Load Carrier, Delivery Van etc.

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*Vikram 410G

Based on Italian design, improved with English, American & Japanese technology to suit rough roads and driving conditions - VIKRAM 410CNG is equipped with welded steel cabin, electronic ignition, turn signal indicators, wind screens wiper, rear view mirror, speedometer, indicator lights.

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*Vikram 450D

A premiere product from the family of "Vikram" vehicles. It is sturdy, highly fuel efficient, easily maintainable and meets latest emission norms. It is highly cost effective and being used as bread earner for many families .

Application :Passenger Carrier, Load Carrier, Delivery Van etc.

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*Vikram EV

Scooters India Limited is the one and only organization to bring the revolution in the automobile field by designing and developing this Electric Maestro. In this age of pollution this electric vehicle is exceptionally pollution free as it is totally working on 12 batteries. It has stylish and bold masculine bodyline which makes it a different and attractive looks from others. The design is based on the concept " Man maximum Machine minimum " that allows spacious interior having ample space for entire family. This three wheeler has been launched on trial basis in the heart of Lucknow & Delhi. Successfully. For product details click on the product options

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The inventory of diff. deptt. on SIL and their strength are as follows -

1. CMD’S office & secretariat

3. New projects ( debts & recovery)

5. MIS

9. R& D

11. Administration & training

12. Human resource & administration deptt.

13. Canteen

16. Medical

17. Horticulture

22. Vigilence

23. General security & fire prevention

25. Transport

27. Civil and public health

29. Petrol pump and battery charging station

32. Marketing

36. Stores

37. Purchase and clearence

38. Finance (Accounts & time office)

39. Spare parts [stores]

42. Industrial engg.

43. Production

44. Vehicle maintenance

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45. Tool planning

46. Quality assurance

47. PPIC

48. Plant maintanance [mech.]

49. Electrical maintanance

50. General fabrication

53. Hot metal shop

55. Aluminium parts

56. Casting & shafts

57. Grinding shop

58. Heat treatment

59 .Shafts H T

60 .Gear & sprockets

61. Conn. RODS

62. Automats / semi

64. Sub. Assembly/ Assy.- DL models

65. Engine assembly

66 .Engine test room

68. Vehicle testing shop

71. CWM Office

72. Paint shop

76. Welding shop

77. 3-Wheeler machine shop

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80. Press shop

85. Plant service ,air & water service

86. Electric power (substation)

87. D G set

89. Tool regrinding shop

90. Tool room

94. 3-Wheeler vehicle assembly

95. Regional office

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OBJECTIVE OF STUDY

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To know about the opinions of employees on Grievance Procedure.

To know whether this process is fruitful or not.

To know the kind of relationship existing between Employees and

Management.

To know whether which one is powerful/successful for redressal of

Grievance of Employees- Grievance Procedure or Union Association.

To know whether Grievance Procedure is helpful in increasing the

efficiency of workers.

To know the weaknesses of Grievance Procedure.

To know the remedies adopted by the management.

The present working trend of Trade Union in SIL.

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PROJECT PROFILE

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Meaning and Content of Grievance

Grievance can be defined as any discontent or dissatisfaction with any aspect of

the organization. When a complaint remains unattended and the employee

concerned feels a lack of justice and fair play then the dissatisfaction grow and

assumes a status of grievance.

The concept “Grievance” has been variously defined by different authorities.

According to prof. Jucius, “Any discontent or dissatisfaction whether

expressed or not, whether valid or not, arising out of anything connected with the

company that an employee thinks, believes or even feels is unfair, unjust or

inequitable.”

According to Keith Davis, “Any real or imagined feeling of personal injustice

which an employee has concerning his employment relationship.”

According to Beach, “any dissatisfaction or feeling of injustice in connection

with one’s employment situation that is brought to the notice of the

management.”

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Nature of Grievance

A Grievance is a problem and submitted by an employee or several employees

of different types. It may be concerning a situation or likely to affect the terms and

conditions of employment of one worker or several workers. If a problem is

related to and endorsed by all or majority of employees or if trade union submits

a problem as a general claim, it falls outside the scope of grievance procedure

and generally comes under the purview of collective bargaining. Thus, if an issue

is wider in scope or general in nature, it will b outside the grievance machinery.

For example, if majority of employees or the trade union in an organization

demand wage revision, such issue does not come under the scope of grievance

machinery and falls within the scope of collective bargaining. In contrast, if the

workers of different departments submit to the management that their wage is not

in accordance with the award given by wage boards and if they ask the

management to correct the wage inequity, such issue falls within the scope of

grievance machinery. Thus, a grievance:

i. Has a narrower perspective.

ii. Is concerned with the interpretation of a contract or award as

concerned to an individual or a few employees of different types.

As such policy issues do not fall within the scope of grievance machinery.

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Causes/Sources of Grievances

Calhoon observes, “ Grievances exist in the minds of individuals, are produced

and dissipated by situations are fostered or healed by group pressures, are

adjusted or made worse by supervisors and are nourished or dissolved by the

climate in the organization which is affected by all the above factors and by the

management.”

The main causes of grievance may be classified under the following categories:

1. Grievance resulting from working conditions:

a. Tight production standards

b. Improper matching of the worker with the job

c. Non-availability of proper tools, machines and equipment for doing the job.

d. Changes in schedules or procedure.

e. Poor relationship with the supervisor.

f. Bad physical condition of work place.

g. Failure to maintain proper discipline (excessive discipline or lack of it, both

are equally harmful).

2. Grievances resulting from personal Maladjustment:

a. Excessive self-esteem

b. Over-ambition

c. Impractical attitude to life, etc.

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3. Grievances resulting from Management Policy:

a. Overtime

b. Transfer

c. Leave

d. Hostility towards a labor - Union.

e. Wage payment and job rates.

f. Seniority

g. Promotion, demotion and discharge

h. Lack of career planning and employee development plan.

4. Grievance resulting from alleged violation of:

a. Past practice

b. Management’s responsibility

c. The collective bargaining agreement

d. Company rules

e. Central or state laws

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From a study conducted by S. Chandra the following areas were causes of

employee grievances:

i. Recovery of dues

ii. Compensation

iii. Super session

iv. Condition of work

v. Continuity of service

vi. Payment

vii. Transfer

viii. Fines

ix. Victimization

x. Increments

xi. Medical benefits

xii. Promotions

xiii. Leave

xiv. Disciplinary action

xv. Nature of job

xvi. Amenities

xvii. Safety Appliances

xviii. Acting promotion

xix. Superannuation

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Two American experts are of the view that there are three main factors which

contribute to the employee grievance. They are:

1. Management Practices

a. The style of management followed, be it autocratic at one end of

the scale or totally participative at the other would need to be

related to the socio-culture orientation of the workforce.

b. Grievance is also caused because the social distance between

management and workers, their class and cultural orientation are

widely different.

c. Much also depends on the implementation of personal policies-if

the implementation falls short of the intended policy then the

resultant gap could give rise to grievances.

d. Poor communication between management and its employees is

another cause of grievance.

e. Supervisory practices are a major source of grievance.

2.Union Practices

a. Multiplicity of unions

b. Political affiliation

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3. Individual Personality Traits

a. An individual’s personality also has a bearing on the usage of the

grievance machinery. Some are basically predisposed to grumble

and find fault with every little matter, seeking and looking out only

for faults.

b. Sometimes mental tension, caused perhaps by il health, also

contributes to this, tn the sense that a tense mind finds an outlet in

voicing a spate of grievances.

c. On the other hand, there are employees who are willing to outlook

minor issues and discomforts and get on with the job.

d. Not withstanding personality traits, the atmosphere or the culture

that prevails could also contribute to this phenomenon. An

antagonistic atmosphere could result in even a trivial matter being

blown out of proportion, which in more co-operative times would not

even have been noticed.

It should be noted here that there is no single factor which causes a grievance,

many factors combine to generate a grievance ad both employer and employee

have grievances, the one against the other.

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To sum up, employee grievances may be due to:

i. Demands for individual wage adjustments

ii. Complaints about the incentive system.

iii. Complaints about the job classifications

iv. Complaints against a particular foreman.

v. Complaints concerning disciplinary measures and procedures

vi. Objections to the general methods of supervision.

vii. Loose, calculation and interpretation of seniority rules and unsatisfactory

interpretation of agreements.

viii. Improper job assignment

ix. Disciplinary discharge or lay-off

x. Non-availability of materials in time

xi. Undesirable or unsatisfactory conditions of work

xii. Promotions

xiii. Violation of contracts relating to collective bargaining

xiv. Inadequacy of safety and health services/devices

xv. Transfer for another department or another shift

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The Management, too, has grievances against its employees. These concerns:

i. Indiscipline

ii. Questionable methods adopted by trade unions to enlist members

iii. Go-slow tactics

iv. Irresponsible charges made against the management by trade union

leaders in the form of statements to the press or leaflets or public

speeches

v. Failure of the trade union to live up to its promises to the management.

vi. Non fulfillment of the terms of the contracts signed between the

management and the workers of their trade union.

vii. Trade union rules which conflict with the terms of contract arrived at

between a trade and the management.

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Discovery of Grievances

Grievances can be uncovered in a number of ways, gossip and grapevine offer

vital clues about employees grievances. Gripe boxes, open door policies,

periodic interviews, exit surveys could also be undertaken to uncover the mystery

surrounding grievances. These methods are discussed below:

1. Observation: A manager/supervisor can usually track the behaviors of

people working under him. If a particular employee is not getting along

with people, spoiling materials due to carelessness or recklessness,

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 behaviors and report

promptly.

2. 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 any thing to say. In the absence of such a procedure,

grievances pile up and bust up in violent forms at a future date. By that

things might have taken an ugly shape altogether, impairing cordial

relation between labor and management. If management fails to induce

employees to express there grievances, unions will take over and emerge

as powerful bargaining representatives.

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3. Gripe Boxes: A gripe box may be kept at a prominent location in the

factory for lodging anonymous complaints pertaining to any aspects

relating to work. Since the complainant need not reveal his identity, he can

express his feeling or discontent frankly and without any fear of

victimization.

4. Open Door Policy: This is 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.

5. 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 organization. To illicit valuable information, the manager

must encourage the employee to give a correct picture so as to rectify the

mistake promptly. If the employee is not providing fearless answers, he

may be given questionnaire to fill up and post the same after getting all his

dues cleared from the organization where he is currently employed.

6. Opinion Surveys: Surveys may be conducted periodically to elicit the

opinion of employees about the organization and its policies. It is better to

use as many channels as possible, if the intension is to uncover the truth

behind the curtain.

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Grievance Machinery In Indian Industry

At present , there are three legislations dealing with grievances of

employees working in industries.

i. The industrial employment (standing orders)Act, 1946.

ii) The Factories Act, 1948.

iii) The Industrial Disputes Act, 1947.

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

exactions 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

officer also look after complaints and grievances of workers. They will look

after proper implementation of the existing labor legislation.

Individual disputes relating to discharge, dismissal or retrenchment can be

taken up for relief under The Industrial Disputes Act, 1947 amended in

1965.

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However, the existing labor legislation is not being implemented properly

by employers. There is lack of fairness on their part. Welfare officer have

also not been taken for protecting the interest of workers in the organized

sector. In certain cases, they are playing a dual role. It is unfortunate that

the public sector which should setup an example for the private sector has

not been implementing the labor laws properly.

In India, there is a model Grievance Procedure which was adopted by the

Indian Labor Conference in its 16th session held in 1958. At present,

Indian industries are adopting either the model procedure or procedures

formulated by themselves with modifications in the modes grievance

procedure. In other words, at present , the grievance procedure are

voluntary in the Indian industry.

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Guidelines For Handling Grievance

The following guidelines may help a supervisor while dealing with grievances. He

need not follow all these steps in every case. It is sufficient to keep these views

in mind while handling grievances (W.Baer, 1970).

i. Treat each case as important and get the grievance in writing.

ii. Talk to the employee directly, encourage him to speak the truth.

Give him a patient hearing.

iii. Discuss in a private place.Ensure confidentiality, if necessary.

iv. Handle each case within a time frame.

v. 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.

vi. Get all the relevant facts about the grievance. Examine the

personnel records of the aggrieved worker. See whether any

witnesses are available. Visit the work area. The idea is to find

where things have gone wrong and who is at fault.

vii. 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.

viii. Control your emotions, your remarks and behavior.

ix. Maintain proper records and follow up the action taken in each

case.

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Managing Discipline

In the modern management process, discipline should be viewed as a behavioral

modification process. Although there may be many norms fixed for desirable

behavior wherever there are deviations. Appropriate corrective measures should

also be taken for overall effectiveness, of an organization. Promotion,

maintenance and strengthening of discipline will be a continuing affair, only if

some of the following conditions are fulfilled. They are normally

- A shared culture

- Inculcation of positive attitudes

- Scope for problem solving and

- A feeling of satisfaction

(1)Approaches to Deal with Indiscipline:

This approach tends to emphasize the coercive and punitive methods that fall

with in the legal-constitutional framework. It may not always be realistic.

(2) Judicial Approach:

This is only an after effect approach. It follows the law of natural justice and

provides the offender all possible opportunity to bring out his side of the case.

This is a time consuming process and conducive climates are not often restored.

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(3) Humanistic Approach:

It lays emphasis on a healthy inter personal relationship between the employer

and employee. Corrective steps are taken in helping the employees to get over

their difficulties and to the extent possible, punitive actions are avoided inspite of

some perceived inconsistency that may exist among other workmen.

(4) Human Resources Development (HRP) Approach:

Keeping in mind the Theory Y and its implications, organizational goals have to

be enhanced through adequate training, motivational patterns and personnel

policies. Groups are used as influences and often made to act as catalysts to

emulate norms of behavior. Likewise, the effectiveness in maintaining discipline

is also possible through the process of leadership. A leader has to exhibit

mutuality of interaction, persuasion, highly interpersonal in his relationships and

get himself involved and should expect participation from others to achieve the

organizational goals and bear in mind not to indulge in favoritism while taking

appropriate actions.

To avoid displeasure among the employees while enforcing discipline, it would

be a desirable course of action if only one employees his diagnostic skills and

intervention skills. If a change is to be expected in an individuals behavior, some

amount of influence had to be exercised in order to create a congenial

atmosphere.

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Managing Grievance:

In a democratic set up any employee should be in a position to express his

dissatisfaction, whether it be a minor irritation, a serious problem, or a difference

of opinion in the work assignment or in the terms and conditions of employment.

The feeling of discontent or dissatisfaction becomes a complaint when (a) it has

not assumed (b) the matter has been presented in a highly informal way. A

complaint turns into a grievance when (I) there is a feeling of injustice (II)

expressing the feeling formally, either verbally or in writing and (III) it is related to

policies, procedures and operations of the organization. The National

Commission on labors (1969) for example defines grievance in the following way:

“Complaints affecting one or more individual workers in respect of their wage

payments, overtime, leave, transfer, promotion, seniority, work assignment and

discharge would constitutes grievance. Where the points at dispute are general

applicability or of considerable magnitude they will fall outside the scope of this

procedure”.

Nature and Causes of Grievance:

In an organization a grievance may be presented by an employee or group

employees, with respect to any measure or a situation that directly affects the

individual or is likely to affect, the conditions of employment of many workers. If

such a grievance is transformed into a general claim, either by the union, or by a

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group of employees, then the claim falls outside the scope of grievance

procedure as it is a collective grievance and therefore it falls under collective

bargaining.

In ‘Grievance Procedure, A survey of practices in industries in India’, it’s

classified in to 19 causes of employee grievances have been outlined. They are

1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5.

Disciplinary action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature

of job 11. Payment 12. Acting promotion 13. Recovery of dues 14. Safety

appliances 15. Superannuation 16. Suppression 17. Transfer 18. Victimisation

and 19. Condition of work.

The international labour Organization (ILO), clarifies a grievance as a compliant

of one or more workers with respect to wages and allowances, conditions of work

and interpretation of service stipulation, covering such areas as

overtime,leave,transfer,promotions,seniority,job assignment and termination of

service

49

Grievances Unit:

Delhi Right to Information Act'2001 has been passed and to be implemented

in the department. To implement the act properly and for redressing

the grievances of SCs/STs/OBCs/Minorities, it is proposed to set-up a

Grievances Unit under the charge of a Statistical Officer. He will be assisted by

one Reasearch Officer, two Assistant, two Investigator, 3 UDCs and 4 LDCs and

1 peon. It is felt that Research Officer may be a female candidate so that proper

quorum to represent the grievances of women is available in the Department.

The work of the SC/ST Welfare Board as well as Grievances Unit will be

supervised by Secretary (Welfare Board).

Sl. Name of the Sanctioned Post Post Pay scale

No. Post/Scale Post Created Created

-------------------------------------------------------------------------------------

1. Managing Director 1 1 Nil

2. General Manager, 1 1 Nil 14300-18300

3. Company Secretary, 1 1 Nil 10000-15200

50

4. Manager - F&A, 1 1 Nil 10000-15200

5. Manager - General 4 4 Nil 10000-15200

6. Deputy Manager - F&A 2 1 1 6500--10500

7. Deputy Manager - General 5 5 Nil 6500--10500

8. Deputy Manager - L&E 1 1 Nil 6500--10500

9. P.S. to Chairman 1 1 Nil 6500--10500

10. P.S. to Managing Director 1 1 Nil 6500--10500

11. P.A. to General Manager, 1 1 Nil 5500--9000

12. Assistant Manager-General 16 11 5 5500-9000

13. Assistance Manager - F&A 3 3 Nil 5500--9000

14. Assistant Manger-Law 1 1 Nil 5500--9000

15. Assistant Manager-Liasion 1 1 Nil 5500--9000

16. Assistant Manager-EDP 1 1 Nil 5500-9000

17. Field Inspector Grade-I 5 5 Nil 5500--9000

51

18. Field Inspector-II 15 7 8 4500--7000

19. Assistant 9 9 Nil 5000--8000

20. Assistant Legal 1 1 Nil 4500--7000

21. Assistant Hindi 1 1 Nil 4500--7000

22. Liasion Supervisor 1 1 Nil 5000--8000

23. Accounts Assistant 4 4 Nil 5000--8000

24. Programmer-Cum- 3 3 Nil

Statistical Assistant 4500--7000

25. Senior Stenographer 2 2 Nil 4500--7000

26. Accounts Clerk 14 6 8 4000--6000

27. Senior Data Processor 5 5 Nil 4000--6000

28. Junior Stenographer- 7 7 Nil English4000--6000

29. Junior Stenographer- 2 2 Nil Hindi 4000--6000

30. Steno Typist 10 Nil 10 4000--6000

52

31. Junior Data Processor- 3 3 Nil

Cum-Compiler 3050--4590

32. Upper Division Clerk 22 12 10 4000--6000

33. Lower Division Clerk 54 42 12 3050--4590

34. Technical Support Staff 3 3 Nil 3050--4590

35. Machine Operator 1 1 Nil 3050--4590

36. Motorcycle Messenger 10 1 9 3050--4590

37. Staff Car Driver 11 11 Nil 3050--4590

38. Bailiff 10 9 1 2650--4000

39. Peon 81 81 Nil 2650--3200

40. Mali 1 1 Nil 2550--3200

41. Safai Karamchari 19 16 3 2550--3200

Total 335 268 67

53

BRIEF ABOUT GRIVIANCE

Maintaining quality of work life for its employees is an important concern for the

any organisation. The grievance handling procedure of the organisation can

affect the harmonious environment of the organisation. The grievances of the

employees are related to the contract, work rule or regulation, policy or

procedure, health and safety regulation, past practice, changing the cultural

norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude

on the part of management in their effort to understand the problems of

employees and resolve the issues amicably have better probability to maintain a

culture of high performance. Managers must be educated about the importance

of the grievance process and their role in maintaining favorable relations with the

union. Effective grievance handling is an essential part of cultivating good

employee relations and running a fair, successful, and productive workplace.

Positive labor relations are two-way street both sides must give a little and try to

work together. Relationship building is key to successful labor relations.

54

Precautions and Prescriptions

The management should take care of following aspects to develop a culture of

trust and confidence upon the employees.

1. Always ensure that the managers involved in the grievance handling

procedures have a quiet place to meet with the complainant.

2. Always ensure that managers have adequate time to be devoted to the

complainant.

3. Explain manager's role, the policy and the procedures clearly in the grievance

handling procedure.

4. Fully explaining the situation to the employee to eliminate any

misunderstanding and promote better acceptance of the situation complained of.

5. Try to let employee present their issues without prejudging or commenting

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which

disturb the system.

7. Do remain calm, cool, collected during the course of the meeting.

8. Always focus on the subject of the grievance than allied issues.

9. Don't make threats manage the grievances.

10. Never make use of allegations against personalities.

11. Be aware of the staff member's potential concerns to the possible

repercussions of raising a grievance.

12. Don't become angry, belligerent, or hostile during grievance handling

procedure.

55

13. Do listen for the main point of arguments and any possible avenue to resolve

the grievance.

14. Listen and respond sensitively to any distress exhibited by the employees.

15. Eliminating the source of the irritation or discomfort being complained of.

16. Reassure them that the managers will be acting impartially and that your

hope is to resolve the matter if possible.

17. Don't "horse trade" or swap one grievance for another (where the union wins

one, management wins one). Each case should be decided on its merits.

18. Avoid usage of verbosisms like "it will be taken care of."

19. Ensure effective, sensitive and confidential communication between all

involved.

20. Take all possible steps to ensure that no victimization occurs as a result of

the grievance being raised.

21. The investigator or decision maker acts impartially, which means they must

exclude themselves if there is any bias or conflict of interest.

22. All parties are heard and those who have had complaints made against

others are given an opportunity to respond.

23. Try to look upon the problem on different angles for appropriate

understanding.

24. Ensuring that there is proper investigation of the facts and figures related the

problem under concern.

25. Consider all relevant information in the investigation process.

26. Ask the staff member their preferred resolution option, although it is important

56

to make it clear that this may not be a possible outcome.

27. Be aware of the limits of authority of the person who involved in the grievance

handling procedures.

28. If the manager feels that he/she is not the appropriate person (senior

manager) to deal with the issue refer the complainant to the appropriate person

as soon as possible.

29. Try to get a better idea of whether the alleged discrimination or harassment

happened or didn't happen.

30. Tell them exactly what they are supposed to have done, to whom and

explain, why this may be seen as discrimination/harassment or as inappropriate.

31. Grievances are preferably to be settled informally at the level of the

employee's immediate supervisor.

32. Try the level best to involve team members to resolve the crisis at unit level

itself.

33. Avoid as far as possible the union involvement in conflict resolution situation

process.

34. Follow documentation the procedures, of all necessary steps taken to resolve

the problem/complaint.

57

Conclusion

To a great extend the aggravation of industrial problems depends on manager's

approaches and attitude in effective handling of employees grievances. Care

should be taken in the way managers approaches the problem and perceiving

the pros and cons of the situation. The conflict management approaches include

the win-win strategy that help in the healthy organizational practices and which

reflects the strong organizational culture. The cooperation from both parties is the

pre-requisite to handle the problem and effective settlement of the grievances.

Conscious use of professional self can help managers in the conflict handling

situations grievance redressal process.

58

References

1. European Trade Union Institute (1989) Collective Bargaining in Western

Europe

2. Ozaki (1987), 'Labour Relations in the Public Service,' IL Review, July – Aug.

3. Schregle J (1991)'Workers Participation in Decisions Within Undertaking' IL

Review Jan – Feb.

59

RESEARCH METHODOLOGY

60

INTRODUCTION

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying how research is done scientifically.

It involves data collection techniques, the method of analysis of data, their

interpretation and final summarization.

RESEARCH OBJECTIVE

The basic objective is to know the Grievance handling among the

employees of Scooter India Ltd with special reference to the employees at

Lucknow

Identifying key areas which need improvement

special attention in order to enhance performance standards of

employees.

61

SCOPE OF THE STUDY

The survey looks at the level of satisfaction among the Employees of SCOOTER

INDIA LTD., with special reference to the employees at Lucknow branch. It will

help to analyze the key areas which need improvement or special attention .

It will also help in understanding the telecom sector and might be helpful in

controlling attrition. All these measures will help to give suggestions ad

recommendations to the management for the further improvement.

62

RESEARCH DESIGN:

Explorative Research type has been used.

Explorative Research

The explorative research has helped to determine the best research design,

data collection and selection of subjects. The reliance of exploratory research

on secondary research, such as qualitative approaches: informal discussions

with employees, management and more formal approaches through in-depth

interviews, questionnaire has given a significant insight into the given situation.

PLANNING THE SURVEY

The survey was conducted through Questionnaire .Each employee were asked

to fill the questionnaire made specifically for the purpose .The respondents were

the employees working at the SCOOTER INDIA LTD. Lucknow Branch .

SOURCES OF DATA

Primary Data: In research primary data is collected from all respective

areas.

The secondary sources include - information gathered through surfing

the internet;

63

RESEARCH INSTRUMENT

Structured Closed Ended Questionnaire.

Depth interviewing

SAMPLE SIZE

The sample size was 50; all were the permanent employees of SCOOTER INDIA

Ltd. Lucknow Circle, working in different departments.

PREPARATION OF QUESTIONNAIRE

The questionnaire was designed and administered to the respondents to find out

the level of satisfaction. A specimen of the questionnaire is attached. It was

designed specifically to get information about the level of Job Satisfaction; it

covered different areas such as, Work, Training and Development, Supervision,

Career Tenure, Working Conditions and Environment, Compensation, and

Performance Management.

DATA COLLECTION

The data was collected by meeting the respondents in person in the office. The

purpose of this study was explained to them in brief and then the questionnaire

was administered to them.

64

DATA COLLECTION METHODS

There are two types of data collection methods :

1.Primary Data : In my report the primary data are collected from

questionnaire and personal interview of the employee.

2.Secondary Data : In my report the secondary data are collected from

Internet and journels.

65

DATA ANALYSIS

66

QUESTIONNAIRE AND ITS RESPONSE

1. Have you faced any grievance in past 5 years?

OPTIONS NO OF RESPONDENTS PERCENTAGE%

YES 42 84

NO 08 16

TOTAL 50 100

67

Thus, it is clear 84% employees feel that the advantage of grievance procedure

is to solve problems.

68

42

8

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

2. How you approach if any grievance took place?


MANAGEMENT 33 66

UNION 17 34

TOTAL 50 100

69

Thus, it is clear that 66% employees approach Management if any grievance

took place and 34% employees approach union if any grievance took place.

70

33

17

0

10

20

30

40

50

60

Management Union

No

. of

peo

ple

Series1

3. Are you aware of the various committees/units that redress the grievance in S.I.L?


YES 40 80

NO 10 20

TOTAL 50 100

71

Thus, it is clear that 80% employees are aware and 20% employees are not aware of the various committees/units that redress the grievance in Scooters India Ltd.

72

40

10

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple Series1

4. Are you aware of the weekly/monthly meetings of the various committee/units which are being held?


YES 15 30

NO 35 70

TOTAL 50 100

73

Thus, it is clear that 30% employees are aware and 70% employees are not aware of the weekly/monthly meetings of the various committee/units which are being held.

74

15

35

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

5. Is the real basis of your problem identified?

OPTIONS NO OF RESPONDENTS PERCENTAGE %

STRONLTY AGREE 16 32

AGREE 09 18

DISAGREE 17 34

STRONGLY DISAGREE 08 16

TOTAL 50 100

75

Thus, it is clear 32% employees Strongly agree and 18% employees agree And 34% people Disagree and 33% people Strongly disagree that real basis of

there problem is identified.

76

169

17

8

0

10

20

30

40

50

60

Stro

ngly

agree

Agr

ee

Disagr

ee

Stro

ngly

disag

ree

No

. of

peo

ple

Series1

6. Does your h igher author i ty l is ten when your gr ievance is presented?


LISTEN PATIENTLY 33 66

SHOUTS AT YOU 03 06

DOES NOT LISTEN AT ALL 14 28

TOTAL 50 100

77

Thus it is clear that according to 66% employees, higher authority listen them

patiently when they face grievance.

Only 6% told that higher authority shouted on them when they presented there

grievance in front of them and 28% told that higher authority does not listen at all.

78

33

3

14

0

10

20

30

40

50

60

70

80

90

Listens patiently

Shouts at you.

Does notlisten at all

No

. of

peo

ple Series1

7. Is importance g iven to what is r ight rather than who is r ight?

REASONS NO OF RESPONDENTS PERCENTAGE %

Yes 38 76

No 12 24

TOTAL 50 100

79

Thus it is clear 76% employees feel that importance is given to what is right than

who are right.

80

38

12

0

10

20

30

40

50

60

Yes No

Series1

8. Is there a positive and friendly approach during grievance handling?


Yes 42 84

No 08 16

TOTAL 50 100

81

Thus it is clear that 84% employees feel that there is a positive and friendly approach during grievance handling.

82

42

8

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

9. Is there a spi r i t o f g ive and take and shar ing and work ing together?


Yes 29 58

No 21 42

TOTAL 50 100

83

Thus it is clear that 58% employees feel that there is a sp i r i t o f g ive and take and shar ing and work ing toge ther on o ther hand 42% employees th ink tha t the re i s no sp i r i t o f g ive and take and shar ing and work ing toge ther .

84

29

21

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

10.How do you feel about the decision given corresponding to your grievance? Is it


HIGHLY SATISFACTORY 24 48

MODERATELY

SATISFACTORY

15 30

NO SATISFACTORY 11 22

TOTAL 50 100

85

Thus 48% employees feel high satisfaction, 30% employees shows moderate

satisfaction and 22% employees feel no satisfaction on decision taken for

grievance handling.

86

24

15 11

0

10

20

30

40

50

60

70

80

90

Highlysatisfactory

Moderatelysatisfactory

No satisfaction

No

. of

peo

ple

Series1

11.Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization?


Yes 33 66

No 17 34

TOTAL 50 100

87

Thus it is clear that 66% employees feel that temporary relief is provided until

proper decision is made so that it does not raise any adverse effects within the

organization.

88

33

17

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

12. Do the various committee/units members actively engage in resolving your problem?


Yes 28 56

No 22 44

TOTAL 50 100

89

Thus, according to 56% employees various committee/units members

actively engage in resolving there problem on other hand according to 44%

employees various committee/units members do not actively engage

in resolving your problem.

90

2822

0

10

20

30

40

50

60

Yes No

No

. of

peo

ple

Series1

FINDINGS

91

84%(that is 42 out of 50 ) employees faced grievance in past 5 year and only

8% employees are such those who do not face any grievance in past 5

years.

66 %(that is 33out of 50) employees are aware of various committees/units

that redress the grievance in SIL.

80 %(that is 40 out of 50) employees are aware of the various

committees/units that redress the grievance in S.I.L.

30 %(that is 15 out of 35) emloyees are aware of the weekly/monthly

meetings of the various committee/units which are being held.

32% employees strongly agre6 that the real basis of there problem is

identified.

66% employees feel that their higher authority Listens patiently to solve

their problem.

76% employees feel that importance given to what is right rather

than who is right satisfying.

84 %(that is 42 out of 50) employees feel that there a positive and

friendly approach during grievance handling.

58% employees feel that the re a sp i r i t o f g ive and take

and shar ing and work ing .

Accord ing 58% employees fee l h igh ly sa t i s fac to ry

the decision given corresponding to your grievance e ther the.

56% employees told that various committee/units members actively

engage in resolving there problem .

92

SUGGESTION

93

o I would like to recommend that there is a communication gap

between workers and employees, line managers should play effective role to fill

up this gap.

o Grievance procedure should be widely circulated and

communicated to workers.

o Line managers and staff should encourage workers to resort to

grievance procedure.

o The process should be simple and result oriented and result should

be communicated quickly.

o The whole process should be conducted in a transparent manner to

remove workers apprehension of bias.

o Management should seek trade union co-operation in educating the workers

about the process of grievance procedure.

o Every person should be treated as an important entity.

o There should be equal consideration of employees as well as

management.

o Decision should be free of bias attitude.

o Frequency of meeting should be high.

o Grievance procedure should be free from biases of politics.

o Every problem should be handed seriously.

94

LIMITATION

95

A busy schedule of employees also makes the collation of information a

very difficult one.

Non co-operative behavior of respondent was a big problem in this survey.

Some employees may not reveal the true information.

Time factor acted as a big constraint because it is too difficult to cover all

the employees.

Sometimes the right person was not at the place so it was difficult to get any

information related with my project.

Sometimes some respondents were not in full mood to give the answers of

our questions so some of the answers may not be exact.

While interviewing respondents were confused about their own answer.

Some of the employees were not co-operative.

96

CONCLUSION

97

Modern industrialization has not been an unmixed blessing. It has created a

yawning gulf between management and labour because of the absence of

worker’s ownership of the means of production. Power has concentrated in the

hands of a few entrepreneurs, while a majority has been relegated to the

insignificant position of mere wage-earners. The workers have now come to

realize that most of their demands can be satisfied if they resort to concerted and

collective action, while the employers are aware of the fact that they can resist

these demands. This denial or refusal to meet their genuine demands has often

led to dissatisfaction on the part of workers, to their distress and even to violent

activities on their part, which has hindered production and harmed both the

workers and the employers.

As far as possible these grievances has to be settled speedily and at the lowest

level as it can hamper the industrial relation between the employees and the

employers.

Through the questionnaire method, following things become clear:-

Grievance Procedure helps to solve the problem of workers.

98

It is a channel or avenue by which any aggrieved employee may present

his grievance.

It ensures systematic handling of every grievance.

The grievance redressal procedure generates satisfaction.

BIBLIOGRAPHY

99

1.Dynamics of Personnel management in India

R.D. AGARWAL

2.The functions of executive

BARNARD CHESTER

INTERNET WEBSITE

www. Scootersindia.com

o [email protected]

o [email protected]

100

mailto:[email protected]


o [email protected] o [email protected]

o [email protected]

ANNEXURE

101



QUESTIONNAIRE

1. Name: ………………………………………………….2. Designation: ……………………….. Depts.: ………………………………………3. Gender: Male [ ] Female [ ]4. Age: 19-30 [ ] 31-45 [ ] 46 and above [ ]5. Educational qualification: i. Higher secondary [ ] ii. Diploma [ ] iii. Under graduate [ ] iv. Post graduate [ ]6. Marital status: Married: [ ] Unmarried [ ]7. Have you faced any grievance in past 5 year? Yes [ ] No [ ]8. How you approach if any grievance took place? Management [ ] Union [ ]9. Are you aware of the various committees/units that redress the grievance in S.I.L? Yes [ ] No [ ]10. Are you aware of the weekly/monthly meetings of the various committee/units which are being held? Yes [ ] No[ ]11. Is the real basis of your problem identified? i. Strongly agree [ ] ii. Agree [ ] iii. Disagree [ ] iv. Strongly disagree [ ]12 . Does you r h ighe r au tho r i t y l i s t en when you r g r i evance i s p r e sen ted? i. Listens patiently [ ] ii. Shouts at you [ ] iii. Does not listen at all [ ] 13 . I s impora t ance g iven t o wha t i s r i gh t r a t he r t han who i s r i gh t ? Yes [ ] No [ ] 14. Is there a positive and friendly approach during grievance handling? Yes [ ] No [ ]15 . I s t he r e a sp i r i t o f g ive and t ake and sha r i ng and work ing t og e the r ? Yes [ ] No [ ]16. How do you feel about the decision given corresponding to your grievance? Is it i. Highly satisfactory [ ] ii. Moderately satisfactory [ ] iii. No satisfaction [ ], if not give reason: ………………………

102

17. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? Yes [ ] No [ ] 18. Do the various committee/units members actively engage in resolving your problem? Yes [ ] No [ ]19. Any suggestion: ……………………………………………………………

103

scooters india ltd report

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