CHAPTER 1

INTRODUCTION

Employees differ as individuals, in their needs, expectations and 2behavior. When

their needs are not satisfied or their objectives are not achieved, the result is employee
dissatisfaction. It is not an easy task for the management to keep all the employees
satisfied and motivated, all the time. There can be different reasons for an employee being
dissatisfied.

The grievance redressal procedure of an organization enables employees to air their

dissatisfaction. It is important for an organization to have an effective grievance redressal
system.

This research is conducted to study the effectiveness of grievance redressal

procedure of CANANNORE SPINNING AND WEAVING MILL, PALLORE, MAHE,
UT OF PUDUCHERRY. This report includes the various factors which are taken into
consideration for measuring the job satisfaction among the employees.

This research also takes into consideration the methods adopted by the organization
for handling and resolving the conflict. The main focus of this study revolves around the
lower level management of the organization.
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the effectiveness of Grievance Handling Procedure

SECONDARY OBJECTIVE:

• To identify whether the employees are aware of the grievance handling mechanism.

• To know the level of satisfaction towards the grievance handling procedure of the
organization.
 SCOPE OF THE STUDY

• The study throws light on need for Grievance handling procedure and this study
facilitates the management for further improvement on the same.

• This study will be useful when similar kind of research is undertaken.

 NEED OF THE STUDY

• Employees differ as individuals, in their needs, expectations and behavior. When

their needs are not satisfied or their objectives are not achieved, the result is
employee dissatisfaction. It is not an easy task for the management to keep all the
employees satisfied and motivated, all the time.

• If the dissatisfaction of employees’ goes unattended or the conditions causing it are

not corrected, the irritation is likely to increase and lead to unfavorable attitude
towards the management and unhealthy relations in the organization. Hence,
handling the grievances of any person in any organization is of paramount
importance.

• This forms the need for the study of the grievance redressal procedure of the
organization and its effectiveness towards job satisfaction to maintain healthy and
harmonious environment of the organization.

• The main focus of this study revolves around the lower level management of the
organization.
 LIMITATION OF THE STUDY

 The time period given for study was very limited

 The respondents of the questionnaire were very busy and could not afford more
time to answer. The average time to response was 5-6 minutes only.

 Study restricted to CANANNORE SPINNING AND WEAVING MILL, MAHE

only.

 The sample size was restricted to 100 and may not represent the whole employee
population.
 RESEARCH DESIGN

RESEARCH:

Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as “A careful investigation or enquiry especially through search for new fact in any
branch of knowledge”.

RESEARCH METHODOLOGY:

The procedure using, which researchers go about their work of describing,

explaining and predicting phenomena, is called Methodology. Methods compromise the
procedures used for generating, collecting, and evaluating data. Methods are the ways of
obtaining information useful for assessing explanation.

TYPE OF RESEARCH:

The type of research used in this project is descriptive in nature. Descriptive

research is essentially a fact finding related largely to the present, abstracting generations
by cross sectional study of the current situation.

Descriptive Research Aims

 To portray the characteristics of a particular individual situation or group

(with or without specific initial hypothesis about the nature of this
characteristics).

 To determine the frequency with which something occurs or with which it

is associated with something else (usually, but not always, with a specific
initial hypothesis).

The descriptive method has certain limitation; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery
of facts on order to lead a solution of the problem. A second limitation is associated
whether the statistical techniques dominate. The desire to over emphasis central tendencies
and to fact in terms of Average, Correlation, Means and dispersion may not always be
either welcome. This limitation arises because statistics which is partly a descriptive tool
of analysis can aid but not always explain causal relation.

Design of Descriptive Studies

Descriptive studies aim at portraying accurately the characteristics of a particular

group or solution. One may undertake a descriptive study about the work in the factory,
health and welfare.

A descriptive study involves the following steps:

1. Formulating the objectives of the study.

2. Defining the population and selecting the sample.

3. Designing the method of data collection.

4. Analysis of the data.

5. Conclusion and recommendation for further improvement in the practices.

DATA COLLECTION METHOD:

Data was collected using Questionnaire. A questionnaire consists of a number of questions

involving both specific and general question related to the study topic.

Sources of data

There are two sources of data namely primary & secondary.

Primary Data

Primary data are fresh data which are collected through survey from the employees using
questionnaire.
Secondary Data

Secondary data are those collected from books, internet, reports of already done project
works, etc.

SAMPLING TECHNIQUE:

Sampling Design: Convenience sampling

Sampling Unit : The sampling unit is limited to the employees of CANANNORE

SPINNING AND WEAVING MILL, MAHE

Population : 308

Sample Size : 100

 INDUSTRY PROFILE

The Indian textile industry is about 189 years old, using cotton. Cotton is the white
gold of India. The cotton mill was firstly setup in Kolkata in 1818. The textile industry in
India has made its major development after independence. The textile industry is
undergoing a major orientation towards non clothing application of textile, known as
textiles, which are going roughly at twice rate of textile for clothing application and now
account for more than half of cotton textile production. The process involved in producing
technical textile require expensive equipment and skilled workers are for the moment
contracted in in developed countries. Technical textile have many application including
bed sheet filtration and aggressive materials seatbelts and multiple other specialized
products application. The textile industry has been undergoing a rapid transformation and
is in the process of integrating with the world textile trade industry. The charge is being
driven by the dismantling of MFA and the recently signed general agreement trade and
tariff.

Thetextile and clothing industry is one of the most important industries in the
Indian economy. Not only it is the largest foreign exchange earner, contributing to over
20% of India’s exports and14% industrial output, but it is also account for more than 5%
of GDP and provides direct employment to 38 million people. In fact, it is the second most
important sector next only to agriculture.

National Textile Corporation is the single largest textile central public sector
enterprise under ministry of textiles through its 9 subsidiary companies spread all over the
India. The headquarters of the holding company is at Delhi. The strength of the group is
around 22000 employees. The annual turnover of the company in the year 2004-2005 was
approximately rs.638crores having capacity of 11 lakhs spindle, 1500 looms producing450
meters of clothes annually. NTC took over silk textile mills under the three nationalized
IDA acts raising its number up to 125 mills in 1995. NTC with a view to modernize its 22
mills by itself has drawn a schedule of implementation plan and purchase orders for new
machineries are being placed from April 2006.
 NTC to complete modernization of its 22 mills December 2007 simultaneously
these mills are carrying out renovation of old machineries proposed to be retained and have
also undertaken necessary civil, electrical and other commissioned within scheduled time
frame. After modernization of NTC is projected to produce600 lakhs of yarns and 250
lakhs meters of cloth annually with a turnover of more than rs.931 crores in the year 2009-
10. To ensure that quality of the products to consumers, testing of raw materials and
finished goods is done at two stages that is at the mill level and at the subsidiary level.
Further the textiles research centers has been engaged to study the performance of the mills
for reducing the cost of manufacturing.

They have also fixed achievable norms which can be achieved by the mills with the
existing conditions or status of machinery and manpower. To make most efficient use of
available resources and leave average assets to generate resources for modernization. To
reduce surplus manpower through voluntary retirement schemes as also retain and
redeploys the manpower. To improve the productivity of machines. To better up and to
keep maintenance of the equipment with the view to improve the productivity at
achievable norms. As labor productivity is concerned efforts are made to standardize or
finalize work load norms per operative as per standards laid down by the textile research
associations in different regions. Thus efforts are being made to make best use of resources
whether land machines or manpower.

HISTORY OF TEXTILE

The history of textile is almost as old as that of human civilization and as time
moves on the history of textile has further enriched itself in the 6th and 7th century BC. The
oldest recorded indication of using fiber comes with the invention of fibers and wool fabric
at the excavation of Swisslaic inhabitance. In India a culture of silk was introduced in 400
AD, while spinning of cotton traces back to 3000 BC. The discovery of machines and their
widespread application in processing nature fibers was direct outcome of the industrial
revolution of the 18th and 19th centuries. The discoveries of various synthetic fibers like
nylon treated wider market for textile products and gradually led to the invention of new
and improvised sources of natural fibers. The development of transportation and
communication facilitated the path of transportation of localized silks and textile among
various countries.
 COMPANY PROFILE

CANANNORE WEAVING AND SPINNING MILL, located in MAHE, part of

union territory of Pondicherry is a part of NTC, Bangalore. NTC is the one of the leading
textile company under the government of India. It has glorious past but now it is in a
crucial condition. They struggle for existence. It has 6 textile mills included in Kerala and
Mahe.

1. CANANNORE spinning and weaving mills, Mahe

2. CANANNORE spinning and weaving mills, Kannur
3. ALAKAPPA Textile mills, Trissur
4. KERALA Lakshmi mills, Trissur
5. PARVATHY mills, Kollam
6. VIJAY MOHINI mills, Trivandrum

The CANANNORE spinning and weaving mills Mahe is one of the biggest
organization in its kind at Malabar region, starts its production in1964 under private sector
situated at Peringadi, Mahe. It was promoted by Mr.KAYYATH DAMODHARAN.

Due to some financial and labor problems the mill was closed on 23rd June 1971.
Thereafter on 2nd may 1972 it was takeover by the government of India under industrial
development act and substantially nationalized and silk textile under taken nationalization
act 1974 effective from 1st April 1975.

By its nationalization, the mill put under the control of national textile corporation ltd.
The mill comes under the subsidiary of NTC which covers 16 mills. Since the mill was
taken over by the NT, long term settlement was entered between the management and
union in the service conditions, wages etc. in the year 1982 under an expansion program,
the spindle capacity of mill is raised to 30240 spindles. The initial capacity of the mill was
20160 spindles.

The mill is facing strategically financial problems. The mill is running in lose. The
reason behind it is the competition that is faced private and the mill was started in1964 and
it was the technology that has installed during that time. The mill has several departments.
It is mainly producing cotton yarn from cotton fibers. Its products outcomes under the
brand name of NYC. However whenever competition increases, every firm needed to
survive by taking into consideration all new technologies which will help to produce large
volume of products in low cost of production.

PLANT LOCATON

Mill is located at east Palloor, Mahe (a part of union territory of Pondicherry) about
30km south of Canannore in Malabar region of Kerala state. Mahe has a very railway
station in Mangalore Calicut line. The mill is connected to the national highway 17 along
the Calicut Canannore road. Calicut which is 65km south of Mahe is connected by air
service to Mumbai, where main department of national trade corporation status.
 PLANT LAYOUT CHART

RAW
PRODUCTION ENGINEERING
MATERIAL RESTROOM
SECTION ROOM
S STORAGE

ADMINISTRATIVE
BUILDING STORAGE

SECURITY CANTEEN
 BASIC FACTS ABOUT THE MILL

Name of the mill : CANANNORE SPINNING AND WEAVING MILL,

MAHE

Address of location : PALLOOR, MAHE (UT OF PONDICHERRY)

General Manager : SS VASAN

Year of establishment : 1964

Registered Office : BANGALORE

Holding Office : DELHI

Banker : CANARA BANK

Raw Materials : COTTON, POLYSTER, VISCOSE

Type of Layout : PROCESS LAYOUT

Brand Name : NTC

Main Market : MUMBAI

Permanent employees : 231

Temporary Employees : 175

Officers : 6

Supervisors : 6

Number of shifts : 3
 ORGANIZATIONAL STRUCTURE

GENERAL
MANAGER

DEPUTY
SPINNING ACCOUNT PERSONAL DEPUTY
MANGER MANAGER MANGER ENGINEER

ASSISTANT PERSONAL ASSISTANT

SPINNING SUPERVISORY ACCOUNT SECTION SECURITY
MANGER STAFF STAFF OFFICER
 REVIEW OF LITERATURE

GRIEVANCE HANDLING

INTRODUCTION

When the employee’s expectations in the organization are not fulfilled, he would
have a grouse against employer, which is called grievance. A grievance can be defined as
any discontent or dissatisfaction with any aspect of the organization. It may be real or
imaginary, legitimate or not, said or unsaid, written or oral. However, it must find
expression in some foreign or the other.

When a compliant, because of dissatisfaction remains unattended and the employee

concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and
assumes the statues of grievance.

The International Labour Organization (ILO) defines a grievance as a complaint of

one of more workers with respect to wages and allowance, conditions of work and
interpretation of service conditions covering such areas as overtime, leave, transfer,
promotion, seniority, job assignment and termination of service. Grievance can be
individual group grievances. If the issue involved relate of one or a few individual
employees it needs to be handled as grievance procedure, on the other hand it general
issued with policy implications and wider interests are involved, they become subject
matter fore collective bargaining.

CAUSES FOR GRIEVANCES:

1. Economic:

Wage fixation, wage computation, overtime, bonus, etc. Employees feel

they are feelings less that what they ought to get.
2. Work Environment:
Poor working conditions, defective equipment and machinery, tools,
materials, etc. Supervision.
Disposition of the boss towards the employees, perceived notions of
favoritism, nepotism, bias, etc.
3. Work Group:
Strained relations or incompatibly with peers, feeling of neglect,
ostrcisation and victimization.
4. Work Organization:
Rigid and unfair rules: too much or too less work responsibility; lack of
recognition, etc. The following are some of the main causes for employee
grievances.
1) Amenities
2) Compensation
3) Conditions of Work
4) Continuity of Service
5) Disciplinary action
6) Leave
7) Fines
8) Medical benefits
9) Nature of job
10) Payments
11) Promotions
12) Safety environment.
13) Superannuation.
14) Super session
15) Transfers
16) Victimization.
The above list is indicative and not comprehensive.
The apparent cause, sources, or grievances may not always be the real ones.
EFFECTS OF GRIEVANCES:
Grievance can have several effects, which are essentially adverse and
counterproductive to organizational purposes. The adverse effects include.

 Loss of interest in work and consequent lack of male an commitment

 Poor quality of production
 Low productivity
 Increase wastage and costs
 Increase in absenteeism
 Indiscipline
 Unrest, etc.

AWARNESS OF GRIEVANCES:
A good management redresses grievances as they rise, excellent management
anticipates them and prevents them form arising. A manager can know about the
simmering even before they turn into actual grievances through several means. Knowing
about the levels of grievances is very important to handle such grievance. Some of the
important ways of discovering grievances are discussed as hereunder.

DIRECT OBSERVATION:
A good manager must know how his subordinates behave in ordinary
circumstances when significant changes in the behavior occur, it is sure to affect
performance. Absenteeism, lateness, indifference, etc., are some of the forms in which
discontent and dissatisfaction find expression. A careful analysis of grievance rates,
accident rates, requests for transfer indiscipline, etc. may reveal general patterns there are
not easily discernible in the first instance.

GIRPE BOXES:
 The gripe box is facility to file anonymous complaints about the various causes of
discontent and dissatisfaction in the organization. It is different from the suggestion
seheme that may be in vogue in a company. In this case, anonymity is assured and there is
no reward of punishment. The limited purpose is to let the management know what the
employees feel without fear of victimization.

OPEN DOOR POLICY:

Most organization preach open-door policy, but do not practice it. The policy is
good and democratic, but usually ineffective and at times counter-productive.
Organizations would do well to have a grievance procudere. If a grievance producer
exists, open-door policy becomes redundant.

EXIT INTERVIEW:
Employees usually quit organizations due to dissatisfaction or better prospects
elsewhere. It requires certain skill to know the real reasons for leaving the job. Exit
interviews, if conducted effectively, can provide vital information. Some organizations
mail an exit questionnaire three months after an employee leaves so that he need not fear
about a poor reference and give the truth without fear or favor.

OTHER CHANNELS:
Group meetings, periodical interviews with employees, collective bargaining
sessions are some of the other channel through which one can have information about
employee discontent and dissatisfaction before they become grievance or disputes.
A grievances procedure can be voluntarily established by the management or
installed because of a collective agreement to that effect. Whether unionized or not,
organization should not wait for unions to raise their voice and use the strength in
establishing a grievance procedure.
The purpose of grievance procedure is to let aggrieved employees know what to do
if they have a grievance and where to look for or appeal to check on arbitrary management
decision by providing for appeals in at least three levels above the level at which such
grievances occurs. However, the less frequently the high levels are used, the more
effective they become promoter fair and equitable treatment and personnel practices
having regard to the rights of the employee. The superiors will be more careful in their
arbitrary use of our and authority assist in minimizing discontent and dissatisfaction that
they have adverse effects upon cooperation and productivity.
The details of a grievance procedure machinery may vary form organization to
organization, here; a four-stage model is suggested. The first and the last stages have
universal relevance, irrespective of the differences in the procedure at the intermediate
stages. The four stages of the machinery are briefly discussed here.
The level oat which grievance occurs; the best opportunity to redress a grievance is
to resolve it at the level at which it occurs. His immediate boss, the first-line supervisor,
should resolve a worker’s grievance. The higher the discontent rises through the hierarchy,
the more difficulty it is to resolve. By passing the supervisor would erode his authority.
When the process moves to a higher stage, the aggrieved employee and the supervisor
concerned may shift their focus to save face by proving the other wrong. The substantive
aspect of any of the grievances may this be relegated and dysfunctional aspects come to the
fore thus making it more difficult to settle the issue.
In a unionized concern, the first stage of the procedure usually involves three
people the aggrieved employee, his immediate boss and the union representative in the
shop department.
Supervisory role needs to be strengthened, with appropriate training in problem
solving sills grievance handling and counseling so that he can do mush in reducing the
number of grievance that are passed to higher stages in the machinery.
GRIEVANCE PROCEDURE;
The most important channel through which discontent and dissatisfaction can be
communicated is through grievance procedure. A grievance procedure provides an avenue
and an opportunity to give vent to his grievenees. The dilemma most managers face is
whether and how far they should encourage or discourage grievances. If management does
not induce employees to express their grievance, inions will dos so. Discouraging
employees from expressing grievances, inions will dos so. Discouraging employees from
expressing grievances means ignoring grievances. When they simmer and burst,
management’s find it beyond their capacity to deal with them adequately. Thus, it is
important to have a grievance procedure to process grievance.
A Model Grievance Procedure Suggested By National Commission on Labour

Voluntary VI Stage within 7 days

Arbitration

Committee of Union and V Stage Appeal to

Management Management for revision
Representatives

IV Stage communicates the

Manager decision within 7 days

Grievance Committee

II stage decision within 3 days

Departmental Head of the
Representatives Department

I stage answer to be given with

Departmental Supervisor in 48 hours
Representatives

Foremen

Grievance Employee
STEPS IN GRIEVANCE HANDLING:

At may stage of the grievance machinery, some members of the management must

handle the dispute. In grievance redressal, responsibility lies largely with the management.

In addition, as already discussed, grievances should be settled promptly at the first stage

itself. The following steps will provide a measure of guidance to the manager dealing with

grievance.

Acknowledge Dissatisfaction: Managerial Supervisory attitude to grievances is

important. They should focus attention on grievances, not turn away from them, Ignorance

is not bliss; It is the bane of industrial conflict. Condescending attitude on the part of

supervisors and managers would aggravate the problem.

Define the problem: Instead of trying to deal with a vague felling of discontent, the

problem should be defined properly. Sometime the wrong complaint is given. By

effective listening, one can make sure that a true complaint is voices. Get the facts. Facts

should be separated from fiction. Though grievances result in hurt feelings, the effort

should be go get the facts behind the feelings. There is need for a proper record of each

grievance.

Analyze and Decide: Decisions on each of the grievances will have a precedent effect.

While no time should be lost in dealing with them, it is no excuse to be slipshod about it.

Grievance settlements provide opportunities for management have to correct themselves,

and thereby come closer to the employees. Horse-trading in grievance redressal due to

union pressures may temporarily bring union leadership closer to the management, but it

will surely alienate the workforce away form the management.

Follow up: Decisions taken must be followed up earnestly. They should be promptly

communicated to the employee concerned. If a decision is favorable to the employee, his

immediate boss should have the privilege of communicating the same.

PRINCIPLES GRIEVANCE HEANDLING: The fundamental principle of grievance

handling found in UTS policies and procedures reflect best practice in grievance handling.

These principles are:

 Procedural and substantive fairness (rules of natural justice)

 Confidentiality

 Timeliness

 Record-keeping

 Transparency

1. Principles of Procedural Fairness Include:

 A fair and impartial process.

 The grievant should be informed of the process and the implications of making a

formal written complaint before proceeding.

 The person against whom a complaint is made (the respondent) has the right to

know details of the complaint against them.

 The respondent has the right to put their side.

 Before they respond, the respondent has a right to know the implications for them

in terms of disciplinary action if the complaint is proven.

 The grievance handler should be fair, impartial and unbiased in their investigation.

If there is a conflict of interest, the matter should be refereed to another grievance

handler or internal unit.

Principle of substantive fairness include:

 The grievance handler should not assume guilt. They should determined that the

complaint is substantiated only after hearing form both all sides, checking other

relevant evidence, and taking into account any mitigating circumstances.

2. Principles of confidentiality include:

 Grievance should be able to raise a complaint and get advice in confidence.

 A complaint should not be referred elsewhere, formally investigated or discussed

with others without the grievance consent.

 You cannot act on an anonymous grievance (expect in relation to anegations of

child abuse or corruption)

 Generally, procedural fairness requires that the respondent knows who was lodged

the grievance.

 You must ensure confidentiality or records.

3. Principles of timeliness include:

 Delays at any stage of the grievance procedure and result in a denial of procedural

fairness.

 Delays determined in the grievance can be critical in any appeal.

 Delay in addressing issuers in a compliant can lead to the exacerbation of the

situation a continuation of the problem, a worsening of the relationship between the

parties involved, an increased distress for all parties.

 Delays can also result in more time being expended in dealing with a grievance

once action is taken because the situation has escalated.

4. Principles of record keeping include:

 You must keep records to avoid relaying on your memory about details of

allegations, responses and actions.

 Records can be used for statistical purposes to identify systemic problems.

 Records can substantiate procedural fairness in the event of an appeal against

process or outcome of grievance investigation.

 If the allegations are complex or serious, record the complaint, the response, and

the evidence of witnesses and ask the parties to sign.

5. Principles of transparency are related to procedural fairness, and include:

 Effective implementation of UTS policies and procedures.

 Effective communication to all parties about relevant polices and procedures.

 Effective communication to all arties of the outcome, of reasons for the outcome

and, where appropriate, the evidence which was relied upon.

 Principle of openness, honestly and fair dealing.

 Fair and accurate reporting if the case is referred to internal units or mangers that

are more senior.

 Fair and accurate reporting particularly where disciplinary action is likely to result.

Role of Personnel Department:

Grievance handling is not a monopoly of a specialist or of a functional department.

The role of personnel department in this regard should be:

 To devise a sound grievance procedure which can serve as an effective upward

communication in the organization.

 To advice the line people about the importance of a sound grievance handling

system and its implementation.

 To train the staff peoples especially the front line superiors, in effective grievance

handling and consoling skills.

 To maintain records to the activities of the grievance committee such as meetings

held, actions taken and implemented.

 To take necessary follow up action, review the procedure, and it necessa4y, modify

the existing procedure to suit the changing circumstances; and

 To follow up individual cases of grievance settled and identify its effect on the

concerned individual worker and its impact on other employees of the organization.
CHAPTER 3
DATA ANALYSIS AND INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION
Distribution of respondents based on age

Table 2.1.1

AGE NO. OF RESPONDENTS PERCENTAGE

19-25 87 87%
26-30 7 7%
Above 30 6 6%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 87% of the employees are between the age group 19
to 25 years, 7% of the employees are between the age group 26 to 30 years and 6% of the
employees are above 30 years of age.

Chart 2.1.1

DISTRIBUTION OF RESPONDENTS BASED ON AGE

100

80
NO. OF RESPONDENTS

60
NO. OF RESPONDENTS
40 PERCENTAGE

20

0
1-3 Years 4-10 Years Above 10
Years
AGE

Distribution of respondents based on experience

Table 2.1.2

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

1-3 Years 81 81%
4-10 Years 13 13%
Above 10 Years 6 6%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 81% of the respondents have experience between 1
to 3 years, 13% have experience between 4 to 10 years and 6% of the respondents have
above 10 years of experience.

Chart 2.1.2

DISTRIBUTION OF RESPONDENTS BASED ON EXPERIENCE

100
NO. OF RESPONDENTS

80

60 NO. OF RESPONDENTS
40 PERCENTAGE

20

0
1-3 Years 4-10 Years Above 10
Years

EXPERIENCE

Distribution of respondents towards awareness of grievance redressal committee of

the company, its members and the monthly meeting of the committee
Table 2.1.3

PARTICULARS YES NO TOTAL

Awareness about committee 74 26 100
Awareness about committee members 74 26 100
Awareness about monthly committee meeting 74 26 100
Average 74 26 -
Percentage 74% 26% -

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 74% of the employees are aware about the
grievance redressal committee of the company, its members and about the committee
meeting that is held every month in the company and 26% of the employees are not aware
about any of the above.

Chart 2.1.3

DISTRIBUTION BASED ON AWARENESS LEVEL

80
NO. OF RESPONDENTS

60

40 YES

20 NO

0
Awareness about Awareness about Awareness about
committee committee monthly
members committee
meeting

Distribution of respondents towards identification of real basis of employee grievance

Table 2.1.4
 IDENTIFICATION OF REAL BASIS OF NO. OF
PROBLEM RESPONDENTS PERCENTAGE
Strongly Agree 28 28%
Agree 45 45%
Neutral 17 17%
Disagree 8 8%
Strongly Disagree 2 2%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 28% of the respondents strongly agree that real
basis of their problem is identified, 45% agrees, 17% stands neutral, 8% disagrees for the
statement and 2% strongly disagrees with the statement.

Chart 2.1.4

IDENTIFICATION OF REAL BASIS OF PROBLEM

2%

8%

28%
Strongly Agree
17%
Agree
Neutral
Disagree
Strongly Disagree

45%

Distribution of respondents based on grievance redressal committee members’ active

involvement in resolving problem
Table 2.1.5

ACTIVE NVOLVEMENT NO. OF ESPONDENTS PERCENTAGE

Yes 68 68%
No 32 32%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 68% of the employees say that grievance redressal
committee members actively engage in resolving their problem and 32% of the employees
say that committee members are not actively engage in resolving their problem.

Chart 2.1.5

ACTIVE INVOLVEMENT IN RESOLVING PROBLEM

32

Yes
68 No

Distribution of respondents based on confidentiality and proper maintenance of

grievance records by the grievance handling committee members
Table 2.1.6

PARTICULARS YES NO TOTAL

Confidentiality 61 39 100
Proper maintenance
of records 71 29 100

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 61% agrees that confidentiality is maintained
regarding grievances and 39% disagrees with the maintenance of confidentiality. It is also
known that 71% of the respondents say that proper records are maintained regarding
grievance and 29% disagrees with the statement.

Chart 2.1.6

CONFIDENTIALITY AND PROPER MAINTENANCE OF RECORDS

Grievance records
NO. OF RESPONDENTS

80
70
60 CONFIDENTIALITY
50 PROPER MAINTENANCE
40
30
20
10
0
YES NO

Distribution of respondents with respect to the statement ‘Conflict resolving is an

important function for the smooth functioning of an organization’
Table 2.1.7

CONFLICT RESOLVING IS IMPORTANT NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 31 31%
Agree 52 52%
Neutral 16 16%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 31% strongly agree that conflict resolving is an
important function for the smooth functioning of an organization, 52% of the respondents
agrees, 16% stands neutral and 1% disagrees with the statement.

Chart 2.1.7

CONFLICT RESOLVING IS AN IMPORTANT FUNCTION

60
50
40
RESPONDENTS

No.of respondents
30
20
NO. OF

10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Distribution of respondents towards Satisfaction level of the conflict resolving

procedure of the company based on experience.
Table 2.1.8
 HIGHLY HIGHLY
EXPERIENCE SATISFIED SATISFIED Neutral DISSATISFIED DISSATISFIED TOTAL
1-3 Years 21 34 26 0 0 81
4-10 Years 5 5 2 0 1 13
Above 10
Years 3 0 1 2 0 6
Total 100
Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that in 1-3 years experience group 25.93% are highly
satisfied, 41.97% are satisfied and 32.1% are neutral; in 4-10 years experience group
38.46% are highly satisfied, 38.46% are satisfied, 15.38% are neutral and 7.7% are highly
dissatisfied; in employees having more than 10 years of experience 50% are highly,
16.67% is neutral and 33.33% are dissatisfied toward the conflict resolving procedure of
the company.
Chart 2.1.8

SATISFACTION LEVEL OF THE EMPLOYEES TOWARDS CONFLICT RESOLVING PROCEDURE

BASED ON EXPERIENCE
40
35
NO. OF RESPONDENTS

30
25 1-3 Years
20 4-10 Years
15 Above 10 Years

10
5
0
HIGHLY SATISFIED NEUTRAL DISSATISFIED HIGHLY
SATISFIED DISSATISFIED

Distribution of respondents regarding whom they redress for grievance

Table 2.1.9

PERSON NO. OF RESPONDENTS PERCENTAGE

PERSONAL
OFFICER(HRD) 65 65%
SUPERVISOR 35 35%
TOTAL 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 65% of the respondents communicate their
grievance to the personal officer and 35% of the respondents communicate to their
supervisor.

Chart 2.1.9

WHOM TO REDRESS
80
70
60
NO. OF
RESPONDENTS 50
40
30
20
10
0
PERSONAL OFFICER(HRD) SUPERVISOR
Distribution of respondents regarding regular follow up to ensure that the right
decision has ended up in satisfaction

Table 2.1.10

REGULAR FOLLOW UP NO. OF ESPONDENTS PERCENTAGE

Yes 82 82%
No 18 18%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the table it is inferred that 82% of the respondents agree that regular follow up is
made to ensure that the right decision has ended up in satisfaction and 18% of the
respondents disagree with the above statement.

Chart 2.1.10

REGULAR FOLLOW UP

Yes
No
Distribution of respondents towards any temporary relief provided until proper
decision is made so that it does not raise any adverse effects within the company.

Table 2.1.11
PROVIDING TEMPORARY RELIEF NO. OF RESPONDENTS PERCENTAGE
Yes 67 67%
No 33 33%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 67% of the respondents agree that temporary relief
is provided and 33% of the respondents says that no temporary relief is provided.

Chart 2.1.11

PROVIDING TEMPORARY RELIEF

Yes
No
Distribution of respondents towards the opportunity given to the employees to take
the complaint to the higher official is decision provided is not satisfactory

Table 2.1.12

OPPORTUNITY GIVEN NO. OF RESPONDENTS PERCENTAGE

Yes 85 85%
No 15 15%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the table its is inferred that 85% of the respondents agree that opportunity given to
the employees to take the complaint to the higher official is decision provided is not
satisfactory and 15% of the respondents disagrees.

Chart 2.1.12

OPPORTUNITY GIVEN

Yes
No
Distribution of respondents with respect to simple and easy grievance conveying
procedure

Table 2.1.13

SIMPLE AND EASY NO. OF RESPONDENTS PERCENTAGE

Yes 84 84%
No 16 16%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 84% of the respondents agree that grievance
conveying procedure is simple and easy and 16% of the respondents disagrees.

Chart 2.1.13

SIMPLE AND EASY

Yes
No
Distribution of respondents with respect the supervisor given authority to take
necessary action to resolve the problem
Table 2.1.14

GIVEN AUTHORITY NO. OF RESPONDENTS PERCENTAGE

Yes 66 66%
No 34 34%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 66% of the respondents agree that the supervisor is
given authority to take necessary action to resolve the problem and 34% of the respondents
disagree with the statement the supervisor is given authority to take necessary action to
resolve the problem.

Chart 2.1.14

AUTHORITY GIVEN

Yes
No
2.

CHAPTER 3
FINDINGS,
SUGGESSTIONS
AND
CONCLUSION
3.1 FINDINGS

1. 87% of the employees are of under the age group 19 -25 years

2. 81% of the employees have 1 -3 years of experience

3. 74% of the employees have awareness about the grievance redresssal

committee of the company, its members and the monthl y meeting being
held.

4. 28% strongl y agrees and 45% agrees that real basis of the problem is
identified.

5. 68% of the respondents say that grievance redressal committee members

activel y engage in resolving the problems.

6. 61% of the respondents say that proper records regarding grievance and
confidentialit y is maintained.

7. 83% of the employees say that conflict resolving is an important

function for smooth running of an organization.

8. 68% of the employees are satisfied with the grievance handling

procedure followed by the company.

9. 82% agrees that importance is given to what is right rather than who is
right.

10. 67% of the employees say that temporary relief is provided until proper
decision is made.
3.2 SUGGESTIONS
Some of the suggestions based on the findings are:

 Operators and supervisor relation should be improved since onl y 35%

of the respondents are communicating their grievance to the
supervisor.
 The work environment should be improved to satisfy the employee
needs.
 Temporary relief can be provided so that the delay does not increase his frustration
and anxiety and thereby not affecting his / her morale and productivity.
 Informal counseling helps to address and manage grievances in the workplace.
 Conflict management in the organization will be helpful to reduce the number of
grievance rates.
 Open door policy can be used. The barriers that exist between the various
categories are to some extent broken by personal contact and mutual understanding.
3.4 CONCLUSION

The study reveals that the Grievance handling procedure is satisfactory. The organization
is recognizing the importance of satisfying the employees and retaining them. Further
improvements can be made so that all members are highly satisfied with the procedure.
The suggestions and recommendations when implemented will still more benefit the
organization. Most of the surveyed employees are satisfied with the method adopted by the
organization for redressing the grievances or complaints of the employees.
 CHAPTER 4
APPENDICES
APPENDIX 1
 GRIEVANCE FORM

Name of employee:

Job title: _________________________________

Date of complaint: _________________________

Describe in detail the nature of your complaint including names of all individuals involved,
witnesses of the incident and any proof you might have about the complaint:

Give details about how the incident has affected your ability to work effectively:

What actions could the company take in order to effectively deal with your complaint?

Give any additional comments that would be helpful in dealing with your complaint:

Employee signature: _________________________ Date:

_____________
APPENDIX 2
 QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF GRIEVANCE REDRESSAL

PROCEDURE
WITH RESPECT TO
RANE ENGINE VALVE LTD, PLANT 3, PONNERI, RANE GROUP

PERSONAL INFORMATION:
Name:
Gender: [ ] Male [ ] Female
Age: [ ] 19 – 25 [ ] 26 – 30 [ ] Above 30
Educational Qualification:
[ ] Higher Secondary [ ] Diploma
[ ] Under Graduate [ ] Post Graduate
Marital status:[ ] Single [ ] Married
Department:
Designation:
Experience:
Monthly Income:
QUESTIONS:
1. Are you aware of the grievance redressal committee of your company?

[ ] Yes [ ] No

2. Are you aware of the members of the grievance redressal committee?

[ ] Yes [ ] No

3. Are you aware of the monthly meetings of the grievance redressal committee which are
being held?

[ ] Yes [ ] No

4. In case the grievance has to be immediately redressed to whom do you communicate?

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

5. Is the real basis of your problem identified?

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

6. Does your higher authority listen when your grievance is presented?

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

7. Is importance given to what is right rather than who is right?

[ ] Yes [ ] No

8. Is there regular follow up to ensure that the right decision has ended up in satisfaction?

[ ] Yes [ ] No

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

[ ] Yes [ ] No

10. Do the committee members actively engage in resolving your problem?

[ ] Yes [ ] No

11. If the decision is not satisfactory, are you given opportunity to take it to higher
officials?

[ ] Yes [ ] No

12. Are the matters relevant to the grievance kept confidential?

[ ] Yes [ ] No

13. Are the procedures for conveying grievance simple and easy to utilize?

[ ] Yes [ ] No

14. Is the supervisor given authority to take necessary action to resolve the problem?

[ ] Yes [ ] No

15. Are proper records maintained on each grievance?

[ ] Yes [ ] No

16. Nature of work and work environment meet your expectations.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

17. I generally keep my complaints to myself

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

18. I try to find out the ideal solution where both persons emerge as “winners”.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

19. Conflict resolving is an important function for the smooth functioning of an

organization.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

20. Rate the satisfaction level for the conflict resolving procedure adopted by your
company.

[ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

Date:
Place: Signature
 CHAPTER 5
REFERENCES
 REFERENCES

Books Referred:
 Aswathappa K, Human Resource and Personnel management, Tata McGraw- Hill
 O.R Krishnaswami and M.Ranganatham, Methodology of Research in Social
Science, Himalaya Publishing House
 Uma Sekaran, Research Methods for Business, Wiley India, New Delhi
 V S P Rao, Human Resource Management, Second Edition, Excel Books

Websites Referred:
 www.citehr.com
 www.ranegroup.com
 www.scribd.com
 www.wikipedia.com