PROJECT REPORT ON

“A STUDY ON EMPLOYEE GRIEVANCE MANAGEMENT SYSTEM”

With Reference To
AMALGAMATED BEAN COFFEE TRADING COMPANY LIMITED

BY
NIREEKSHA BN
1CR15MBA46

Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY,
BELGAVI

In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Dr. Girish C Mr.Javed Parvez

Faculty, head of Dept of Management studies and research general manager
CMR Institute of techonology chickmagalur

Department of Management Studies and Research Centre

CMR Institute of Technology,
#132, AECS Layout, IT Park Road, Bangalore-560037.
(2015-17 Batch)
 CMR Institute of Technology
Department of Management Studies and Research Centre
#132, AECS Layout, IT Park Road, Bangalore-560037.
(2015-17 Batch)

CERTIFICATE
This is to certify that NIREEKSHA B.N bearing USN 1CR15MBA46, is a bonafide student of Master
of Business Administration course of the Institute 2015-17, affiliated to Visvesvaraya Technological
University, Belgavi. Project report on “A study on employee grievance management system with
reference to Amalgamated bean coffee trading company limited” is prepared by her under the
guidance of Dr.Girish C in partial fulfilment of the requirements for the award of the degree of Master
of Business Administration of Visvesvaraya Technological University, Belgavi, Karnataka.

Signature of Internal Guide Signature of HOD Signature of Director

Dr. Girish C Dr. Girish C Dr. Bhaskar Reddy

External Viva

Name of the Evaluator Signature with Date

1.__________________ __________________

2.__________________ __________________
 CMR INSTITUTE OF TECHNOLOGY
Department of Management Studies & Research Centre
132, AECS Layout, IT Park Road
Bangalore – 560037.

DECLARATION

I Ms. Nireeksha B.N, hereby declare that the project report entitled “A Study on employee
grievance management system with reference to Amalgamated bean coffee trading company
limited” prepared under the guidance of Dr.Girish C, faculty and head of department of M.B.A
Department, CMR Institute of Technology and external assistance by Mr.Javed parvez, senior
general manager, ABC Trading Company Limited.
I also declare that this Internship work is towards the partial fulfilment of the university
regulations for the award of degree of Master of Business Administration by Visvesvaraya
Technological University, Belgavi.
I have undergone a summer project for a period of Ten weeks. I further declare that this project is
based on the original study undertaken by me and has not been submitted for the award of any
degree/diploma from any other University / Institution.

Place: chickmagalur Signature of the student

Nireeksha B.N

(1CR15MBA46)
 CMR INSTITUTE OF TECHNOLOGY
Department of Management Studies & Research Centre
132, AECS Layout, IT Park Road
Bangalore – 560037.

ACKNOWLEDGEMENT
I, wish to express my deep sense of gratitude to all persons connected with successful completion
of this project work. This report is obviously not the result of my work alone many persons have
directly or indirectly involved without whom this work would not have been accomplished.

I would like to express my heart-felt gratitude to thank Dr.Sanjay Chitnis, Principal, CMR
Institute of Technology and Dr. Bhaskar Reddy, Director, MBA, CMR Institute of Technology,
for his valuable suggestions and moral support throughout the course of my project.

I would like to express my heart-felt gratitude to Dr. Girish C, HOD, Dept of Management Studies
CMR Institute of Technology for his valuable suggestions and moral support throughout the course
of my project.

I am gratefully indebted to my internal faculty guide Dr. Girish C, CMR Institute of Technology,
for encouraging me and for her constant support throughout the course of the project and helping
me complete it successfully.

I am grateful to ABC Trading Company limited, chickmagalur, for giving me an opportunity to

carry out project work successfully, I am grateful to external guide Mr. Javed parvez, senior
general manager, ABC Trading company Limited, chickmagalur for his guidance and support.

I am also thankful to all those friends for their support and finally, I acknowledge with thanks the
support and co-operation to me by family for successful completion of this project work.

NIREEKSHA B.N

(1CR15MBA46)
 TABLE OF INDEX

Sl. No CONTENTS PAGE.NO

Executive summary
Chapter-1 INTRODUCTION
1.1 Introduction of the internship
1.2 Topic chosen for study
1.3 Need for the study
1.4 Objectives of the study
1.5 Scope of the study
1.6 Methodology adopted
1.7 Literature review
1.8 Limitations of the study
Chapter-2 INDUSTRY PROFILE &COMPANY PROFILE
2.1 Industry profile
2.2 Company profile
2.3 Background and inception of the company
2.4 Nature of the business carried by the company
2.5 Promoters
2.6vision, mission and quality policy
2.7 Product profile
2.8 Area of operations
2.9 Infrastructure facility
2.10 Competitors Information
2.11 SWOT Analysis
2.12 Future growth and prospects
2.13 Financial Statement
Chapter-3 THEORETICAL BACKGROUND OF THE STUDY
Chapter-4 DATA ANALYSIS AND INTERPRETATION
Chapter-5 SUMMARY OF FINDINGS, SUGGESTIONS AND
CONCLUSIONS
BIBILOGRAPHY
ANNEXURE
 EXECUTIVE SUMMARY
The project on “employee grievance management system” at ABC trading company limited,
chickmagalur. It is all about knowing the how the grievance is handled in the organisation and
what are the procedures undertaken by the management to solve the employee grievance.

Amalgamated Bean Coffee Trading Company limited which is also known as ABCTCL is the
largest integrated coffee company involved in exporting and retailing of coffee business, and
which is commonly known as coffee Day. Which was established in the year 1992 by the
entrepreneur Mr V.G Siddhartha the chairman of ABC trading company limited. Today it is the
largest café retail chain in India, with 1000 cafes in 141 cities and many in its base, Bangalore.

In this project the problem identified is that, as grievance management is one of the important
function of the organisation the employees must be satisfied with the grievance handling
procedure, So when employees are not satisfied with their grievance management it effects the
productivity of the organisation. Hence, here the study is related to know the grievance procedure
followed by the organisation. The main objective of the study is to understand the grievance of the
employees in the organisation.

Descriptive methodology is the method used in this study in order to solve problems and find
solution to primary and secondary objectives. And the non-probability sampling technique is used
in this study by taking the simple random samples of 100 respondents.

It is found that the reasons for employee grievance in the organisation is due to lack of job security,
demotivation, improper facilities, low salary etc. and it is also found that organisation is supportive
for employees by providing temporary solution until the proper decision is provided by the
management whenever they face any kind of problems.

Based on the analysis it can be suggested that, as job security, motivation, and hike in salary is one
of the major requirement which every employees look for, the organisation should focus more on
those activities which enables them in their growth and satisfy their needs so that employees get
opportunities to showcase their talent in the work.

To conclude, every employee in an organisation expect to provide them with the safe working
condition, adequate compensation, benefits and promotion etc. so when the employees do not gets
what they expects from the company and management it will lead to the feeling of dissatisfaction.
Therefore the employees must be satisfied as per their expectations which will lead to increase in
the productivity of both the employees and organisation.
 CHAPTER-1
INTRODUCTION
INTRODUCTION

INTRODUCTION ABOUT THE INTERNSHIP

An internship gives the opportunity to achieve our own learning goals at the workplace and
provides us with a chance to learn by working in a setting where we would be supervised by a
work-place professional. It is a great opportunity to work under someone who can be a mentor not
only during the internship by throughout our carrier.

Internship at ABCTCL is scheduled for 10 weeks with the HR department which helps in gaining
an enormous knowledge about the operation of the organisation, organisation culture, employment
benefits, carrier opportunities and the problems faced by the women employees in the organisation.

The opportunity provided to work in my area of specialisation and experience will be of immense
help in my professional carrier.

The internship is a part of academic curriculum of VTU (MBA program). The purpose of
internship is to bridge the gap between the knowledge by gaining experience. It helps the MBA
graduates of VTU to gain the right prospective and work experience in industry.

The internship includes an “Employee grievance management system in ABCTCL”. The

internship serves the purpose to discover the skills and capabilities required to work efficiently by
understanding the corporate culture. It also helps to gain theoretical knowledge about the
organisation.

TOPIC CHOSEN FOR THE STUDY

A study on “Employee Grievance management system” at Amalgamated bean coffee trading
company limited (ABCTCL) at chickmagalur.

The term grievance tells that it is a formal disagreement amongst the employee and management
on the situations of the employment. A person can never be satisfied in all descriptions. In the
similar way it applies to the employees working in the organisations who might not be satisfied
with all facets of their working life such as working conditions or terms of employment, payment
of overtime, bonus, wages, leave, transfer, promotion, canteen facility, supervisors and colleagues,
HR policies and practices, etc. Dissatisfaction is based on genuine causes but some of them are
not factual and some are formed by employees only to point out others. Thus these kind of
dissatisfaction is called as grievance.

A Grievance is a sense of disappointment whether stated or not, whether lawful or not, rising out
of anything associated with the organisation which an employee believes or even feels that they
treated unethically.

NEED FOR THE STUDY

Employee grievance management system is one of the important functions of organisation. When
employees are not satisfied with the grievance management system it effects the productivity of
the organisation. Understanding the grievance system of employee is important because it
determines the success or failure of the organisation. When employee grievance in the organisation
is not addressed and resolved or handled properly will lead for creating ineffective work force and
inefficiency on productivity. Lack of proper respond on staff grievances ultimately result for union
strike and can also lead for organisation closer thus it is one of the main reasons for high employee
turnover.

OBJECTIVE OF THE STUDY

1. To study the grievance management system across food and beverages

2. To study the grievance management system in ABCTCL
3. To study the grievance of the employees.
4. To study the factors influencing effectiveness of grievance.
5. To study the satisfaction level of employees grievance handling mechanism.
6. To suggest measures to improve grievance system in the company.

SCOPE OF THE STUDY

The scope of the study is prolonged only to the employees working in the ABC trading company
limited chickmagalur. This does not include the employees working in other divisions of cities. To
accomplish the objectives of this research, the study is carried out to examine the grievance
management system followed at ABC trading company limited chickmagalur.
RESEARCHMETHODOLOGY

Descriptive method is adopted for this study. A descriptive research describes the characteristics
or behavior of the population. It gathers information which can be used for statistical inference on
target audience through data analysis In order to solve the problem and find solution to the primary
and secondary objectives a descriptive study has been carried out.

 Universe:- 230 employees at ABC

 Sample size: - This study includes random samples of 100 respondents. The respondents
are the employees of ABC trading company limited.
 Sample frame: - The list of all the members of population taken for study at ABC.
 Sampling technique: - Non probability sampling technique.
 Sampling procedure: - In this study “Convenience sampling” is used. It is the method that
relies on data collection from population members who are conveniently available to
participate in study.
 Data collection: - primary and secondary data.

Primary data: It is the data collected directly from the respondents by distributing structured
closed ended questionnaires with the appropriate scales such as Likert scale in the organization
and also data was collected by approaching the employees personally during the working hours of
the company. (Tools of data collection: questionnaires and direct interview)

Secondary data: It is the data collected about the employees which is readily available from the
other sources like internal records of the company such as journals or manuals of the company and
from the company websites. It is also collected from the officials of the human resource
department. The Data was collected during the working hours of the company.

LITERATUREREVIEW

 Sonika Sharma, Nitii Sharmai, (2011) in his research paper titled “Listening skills: A
pre-requisite for Grievance Handling” The ability to be an active listener is too often taken
for granted. HR professionalseplay essential role in the organization. Employee grievance
are essentially complications or imaginary. They add a feeling of confidence and belief
among the staff members by listening and solving their issues and concerns.
 Dr.V.MohanaeSundaram, N.Saranyae (2013) in his article ‘’Employee grievance”
without people organization cannot exist so organization are made up of people and
functions. In the organization the resource of men, money, materials and machinery are
collected and utilized through people. Through the combined efforts of people the materials
and monetary resources are efficiently utilized for the accomplishment of common
objective, no organization can achieve its goals without human efforts.
 Khulida kiranaeyahva (2010) in his article in the industrial relations grievance
management is the important area of topic. Research on grievance management is
buraeanina. This article discusses the ways in handling grievances among the head of
department at a telecommunication head office.
 Ivancevich (2010) he in his article mentioned that superior must take grievance
exceptionally, gather all the information relating to grievance then do examination and give
answer. After the grievance is settled the managers should move on to other matters.
 Morishimae(2012) in his article he recommended that supervisors should have
competence and willingness to discuss the problems with the employees and union
representatives at the beginning stage which effects the grievance rate and their nature.

LIMITATIONSiOF THE STUDY

 The research is restricted to the employees of ABCTCL.

 Employee’s response may sometimes be biased.
 Difficult to get employee response because of their busy schedule.
 CHAPTER-2
INDUSTRY PROFILE
&
COMPANY PROFILE
INDUSTRYPROFILE

INTRODUCTION

Coffee industry had spread along the red sea to Aden and Cargo in Ethiopia before 1200 A.D.
Then through the Mediterranean Sea coffee was sold. In India about 1500 A.D. Most of the
pilgrims had started to cultivate coffee. First Brazil started the large scale of coffee cultivation. In
1729 A.D., it produced 200,000 bags and it was 3 million bags 1825 A.D., After 80 years, they
started coffee export and reached 4 million bags. Because of uncontrolled production and
cultivation of coffee Brazil coffee market reached surplus. In previous 20 years coffee trade from
Africa has grown-up more quickly than in another place and subsidised rapidly to the increasing
surplus. U.S has recorded the top most consumption of coffee which had about 450 million
consumers and the rest of the world about 2450 million consumers. It is assessed that in 2002, over
95 million bags of coffee were consumed worldwide. Among these, 21.5 million bags were
consumed in coffee producing countries themselves while over 80 million bags were consumed in
importing in 2001, which is followed by countries like German, France, Japan, UAE, and Italy.

Here we are focused on coffee, which is considered as a traditional drinks especially in south India.
Everyday people start their life with a cup of coffee. Not only in south India but in all parts of
world people are so addicted to coffee that it acts as a daily program to everybody. Not in all parts
of the world this coffee is grown but it is grown in only very few places with proper weather, air
and most important the soil of that region. It is typically grown in hill region with adequate amount
of rainfall and in the places which are high above sea level. Thus in India, Karnataka is such a
place, specifically south Karnataka which produces the highest amount of coffee in whole India.
Best parts of Karnataka such as Chickmagalur district and in Hassan district and Coorg.

INDUSTRY OVERVIEW

World’s second most valuable traded commodity is coffee, which makes it as a driving factor in
our international economy. Therefore, in order to understand the commodity, which is a enormous
driver in our world’s economic activity, an analysis must be conducted of economic factors where
industry can be controlled. The coffee industry is divided into three segments: the growers, the
roasters and the retailers. There are many other prominent factors that control simple cup of coffee
that people relish every day. The two aspects of the industry that the exporters and importers are
drivers in the amount of coffee that is produced daily. The major part of the industry is production
side of coffee exporting. In the world 10 million hectares of the farmland are utilized for coffee
farming. Moreover, in the world’s coffee production Brazil is one of the main player followed by
Colombia, Vietnam, Indonesia and Mexico. Any factors which affect the coffee production affect
the coffee industry as a whole because of the fact that Brazil is in lead in coffee production. There
are many driving factors that affect the industry completely that is the weather, the changing
financial climate, people’s willingness to buy, etc.

Journey of coffee bean from seed to cup:

1. Planting
2. Harvesting the cherries
3. Processing the cherries
4. Drying the beans
5. Milling the beans
6. Exporting the beans
7. Tasting the coffee
8. Roasting the coffee
9. Grinding the coffee
10.Brewing coffee
ORIGIN OF COFFEE TO INDIA

The Indian Muslim saint called Baba Budan while his trip to mecca, sneaked seven coffee beans
from Yemen to Mysore and planted them on the chandragiri hills, now he is named after the saint
as Baba Budan Giri (hills) in chickmagalur district. It is an illegal act to take out green coffee seed
out from Arabia. As number seven is a holy number in Islamic religion, thus this act of carrying
seven coffee beans was treated as a religious act. In India this was the start of coffee Industry and
in particularly in the state of Karnataka. This was a daring achievement of Baba Budan seeing the
evidences that Arabs had exercised by without permitting the coffee beans to be exported in any
form other than as in a roasted form to avoid germination. In 1994 an enormous internal sales
quota made the first step in liberalising the coffee industry by entitling coffee farmers to sell 29%
of their production within India. Further it was amended in 1993 when free sale quota permitted
large and small scale growers to sell between 60% and 100% of their coffee both domestically or
internationally. A final amendment in September 1995 saw the liberalisationi of coffee for all
growers in the country and a freedom to sell their crop wherever they wished.

In India coffee growing regions are divided into three categories- traditional (Karnataka, Kerala
and Tamil Nadu); Non-traditional (Andhra Pradesh and Orissa on the Eastern Ghats) and the north-
eastern region (Assam, Meghalaya, Tripura, Nagaland and Arunachal pradeshi). Coffee developed
in various geologies inside India, from the Western Ghats toward the North East local; experience
fluctuating degrees of precipitation, from 900 mm to 4500 mm. They are likewise developed at
different height from 750m at chickmagalur to 2000m at Pulneysi.

COFFEE SECTOR IN INDIA

 India positions 5th largest producer of coffee in the world.

 In the international markets Indian coffee has created a niche market.
 Arabica coffee from India is also well received in global markets.
 Coffee productioni in Indian market is Karnataka, Keralai, Tamil Nadu and Andhra
Pradesh.
 Indian coffee contributes about 98% of total coffee production.

COFFEEIPRODUCTION IN INDIA

The hill areas of south Indian states is dominated with with the state of Karnataka and 72%
followed by Kerala 20% and Tamil Nadu 6% of production of 8300 tonnes. It is said that Indian
coffee is the finest coffee grown in the shade than in direct sunlight anyplace in the world.
Approximately 240,000 coffee growers are from India; 95% of them are small growers. Till the
year 2010, in India the coffee production was only 4.5% of the total productioni in the world.
Almost 85% of the country’s coffee productioni is exported of that which is exported, 75% is
bound for Germany, Russiani federation, Spain, Belgiumi, Slovenia, US, Japan, Greece, France,
and Italy accounts for 30% of the exports. Most of the export is transported through the Suez Canal.

Most of the Indian coffee is grown in southern India during rainy season is termed as “Indian
monsoon coffee”. Its taste is defined as: “The best Indian coffee grasps the flavour characteristics
of soothing coffees, but at its worst it is simply tasteless and undistinguished”. Arabica and
Robusta are two well-known species of the coffee grown in India, the first variety was introduced
in the Baba Budan Giri hill ranges of Karnataka in the 16th century was advertised over the years
under the brand names of Kenti and S.796.
COMPANY PROFILE

BACKGROUND AND INCEPTIONIOF THE COMPANY

ABCTCL is a risk-taking venture of its chairman Mr V G Siddhartha. In the commencement the
company had only 250 acres of coffee plantations inherited by forefather but after the start of
Amalgamatedi Bean Coffee Trading Company Limitedi (IABCTCLI) in the year 1992. Seizing
the moment, it took advantage of the deregulation of the coffee board in 1993 and free sale quota
was introduced for the first time, ABCTCL was formed to buy coffee from planters and started
exporting. In the first year of its opening the company purchased nearly 800 tons of coffee. Seeing
the big demand in the international markets and very high potential in the domestic markets, the
company seriously took into expansion of its pl antation division and started acquiring coffee
estates in chickmagalur district. Today the company owns nearly 10,000+ acres of coffee
plantation and it is the second biggest producer in respect of Arabica coffee. In small journey of
12 years, the company has grown into six union and has overtaken one breakthrough after another
without looking back. Mr V G Siddhartha hedge, the chairman has dream to further expand ABC
Trading Company Limited in the national and external market.

NATURE OFIBUSINESS CARRIED BY THE COMPANY

As the company belongs to food and beverages sectors, the company’s nature of business are
carried out into seven major divisions they are as follows:

 Café Coffee Day

 Exports
 Beveragese
 Fresh ‘n’ Grounds
 Packagingi
 Coffee day Xpress
PROMOTERS:

Mr V G Siddhartha the founder of the coffee day who was the first entrepreneur in Karnataka to
set up a café in 1996. He has 1550 coffee day cafes in India. His coffee growing and trading
company, amalgamated bean company (ABC), has an annual turnover of rupees 25 billion. He
now has 200 exclusive retail outlets selling his brand of coffee day powder all over south India
and he also owns 12,000 acres of coffee plantation.

The company is where it is today because of people who made it. Their vision and responsibility
towards making the community a better driving forces behind this organisation.

BOARD OF DIRECTORS

V G Siddhartha – chairman and managing director.

S V Ranganath – Independent director

M D Mallya – Independent director

Malavika hedge – Non executive director

Sanjay omprakash nayar – Non executive and nominee director

VISION, MISSION AND QUALITY POLICY

VISION:
The company is assured in spreading the coffee culture all over the country and the world. The
company has also vision to open coffee point outlets within reach, chain of coffee points, to meet
the customer needs, quality products at competitive price. It gives a complete coffee experience to
customers.

MISSION:

 The company’s mission is to provide value for money to the customers through quality
products and value added services. It has mission to provide a superior coffee chicory blend
that he or she has been drinking till date.
 To provide a superior product than what others have been offering.
 To be available in every possible retail outlet this ensures convenience and ease in
availability.

QUALITY POLICY:

The company is committed to quality and they shall strive continuously to provide products, which
consistently meet the needs of their customers and establish a value added relationship, ensuring
total customer satisfaction.

PRODUCT PROFILE

The product coffee is mainly divided into 2 types of coffee bean such as:

 ARABICA
 ROBUSTA

ARABICA COFFEE

Arabica coffee is a mild flavour and balanced aroma with sweet taste. Compared to Robusta,
Arabica have about half the amount of caffeine. Arabica coffee are picked during the month of
November to February and they are normally grown on higher altitudese ranging from 700 to
2000 metres in cool, moisture-rich soil to be able to adapt to the highest international coffee
standards.

ROBUSTA COFFEE
Robusta coffee have double the level of caffeine compared to Arabica. Robusta coffee have a
strong taste with a grainy essence and aftertaste somewhat similar to that of peanuts. This variety
of coffee is grown at lower heights. Robusta coffee plants are harvested during the month of
December to February. It takes less time to bear fruit and have better yield than Arabica.

Again these 2 type of coffee Robusta and Arabica are bought into organisation by two ways such
as:

 CHERRY
 PARCHMENT

CHERRY

It is the raw coffee which is directly been picked from the coffee trees and dried either by the sun,
often on large cement patios, or in drying machines. It needs to be scraped every two hours to
promote the growth of fungus. Drying coffee beans on the cement courtyards helps in by allowing
air to circulate better around the beans. The dried cherries are stored in bulk in special grain store
until they are sent to the mill where hulling, sorting, grading and bagging take place.

PARCHMENT
Parchment is actually cleaned beans which is separated by the skin of coffee with the help of
machine called pulping machine. Then the beans are separated by weight as they pass through
water channels. The lighter beans float to the top, while the heavier ripe beans sink to the bottom.
After the separation, the beans are transported to large, water-filled fermentation tanks. Depending
on the condition of beans, the climate and height they will remain in the tanks for 12 to 48 hours
to remove slick layer of mucilage that is still attached to parchment. These beans, still inside the
parchment envelope (the endocarp) can be sun-dried by spreading them on drying floors where
they are turned regularly, these dried beans is known as parchment coffee and warehoused in jute
bags until they are readied for export.

AREA OF OPERATION

Coffee day global limited, through its subsidiaries, owns and operates a retail café chain that
provides coffee, beverages, and food items in India, Austria, Czech Republic, Malaysia, Europe
and Japan. As of now there are 1530 outlets across 2 states of India.

Branches in India are:

Jaipur, Rajasthan

Noida, Uttar Pradesh

Hyderabad, Telangana

Chennai, Tamil Nadu

Pune, Maharashtra

Coimbatore, Tamil Nadu

Kolkata, west Bengal

Nagpur, Maharashtra

Bengaluru, Karnataka
 INFRASTRUCTURE FACILITIES

Here are the various infrastructure facilities provided by the management in the organisation

Power Safety Miscellaneous

 Toilets- separate for

 Uninterrupted power  Fire- fighting and customers and staff
supply with 100% power detection system
backup  Building and floor
 Dedicated security direction detection system
 Emergency lighting in system
all areas  Water softening and
purification
 HVAC with adequate
COMPETITORS
redundancy

COMPETITORS INFORMATION

ABC Trading Company limited is a largest exporter of coffee in India. In this LPG era the company
faces a competition from Hindustan Unilever Ltd, Amul Ltd, Green label etc. in national and global
level. In regional level, the company faces competitions from Sargod Traders, Madhu jayanti
Coffee works, Panduranga coffee Limited etc. the company meets competition in terms of
marketing, services and product delivery at regional and national level and in terms of export and
services at global level.

SWOT ANALYSIS OF THE ORGANISATION

STRENTHS:
  The company was started with 300 Acres of land. Now it has grown to 10,000 acres in and
around chickmagalur.
 They have more than 1555 outlets in more than 150 cities in India and also abroad.
 The biggest strengths of ABCTCL are the two curing works, well placed in chickmagalur
and Hassan with a united installed capacity of 4 million bags.
 Company owns the ISO-9002 and also certified by UTZ Kapeh.
 ABC is the first fully integrated coffee trading company in India.

WEAKNESS:

 Labour turnover because there are many labourers who quit in off season.
 Many CCD are incurring losses due to incorrect location of sites.
 The quality of food and snacks varies depending on the local vender in café coffee day
which is branch of ABCTCL.

OPPORTUNITIES:

 The market demand for coffee in India as well as outside India is greatest opportunities for
ABCTCL.
 The company is having an opportunity to invest further in international market.
 The company can increase its annual turnover.

THREATS:

 New entrants of coffee like STARBUCKS to Indian market is the greatest threats for the
company.
 Change in currency value in foreigneexchange is also threat to company.
 It is threat to company to purchase the chicory from other states due to heavy rain and other
natural calamities.

FUTURE GROWTH AND PROSPECTS

Amalgamated bean coffee trading company limited expects to have 20300 café coffee day
outlets throughout the country by the end of the year 2017. The company which is likely to
end fiscal 2017-18 with a turnover of rupees 600 crores, also hopes to have 150 overseas café
coffee day outlets by December 2017.

Café coffee day outlets have already been opened in Dubai under a joint venture with a local
partner. In the month ahead, café coffee day outlets would be opened in other geographical
such as U.S, Japan, Europe and China.

FINANCIAL STATEMENT

Statement of assets and liabilities

Particulars As at 31 march As at 31 march 2015

2016
A.EQUITY AND LIABILITIESII Audited Audited
1.Shareholders’ funds
a) share capital 16868 25657
b) reserves and surplus 7,71106 7,40355
Subtotal- shareholders’ funds
787974 766012
2. Non-current liabilitiesi
a) long term borrowings 623089 2,84400
b) deferred tax liabilities _ 7984
c) other long term liabilities 43854 51090
d) long term provisions 1610 362
Subtotal- noncurrent liabilities
6,68553 3,43836
3. Currenti liabilities
a) short term borrowings 95453 1,47001
b) Trade payables 39988 53676
c) Other current liabilities 2,70218 203795
d) Short term provisions 17105 2778
Subtotal-current liabilities 4,22764 4,07250

TOTAL-EQUITY AND LAIBILITIESI 18,792,91 15,170,98

B. ASSETS
1.Non -current assetse
a) Fixed assets 942737 912507
b) Goodwill on consolidation 17559 16760
c) Long-term loans and advances 1.65082 1,26173
d) Deferred tax asset 2090 -
e) Other non-current assets 15447 11300
Subtotal Non -current assets 11,42915 10,66740
2. Current assets
a) Inventories 1,18126 1,10560
b) Trade receivables 1,27985 1,20417
c) Cash and bank balances 4,27643 1,60394
d) Short term loans and advances 59518 54135
e) Other current assets 3104 4 852
Subtotal-current assets 7,36376 4,50358

TOTAL-ASSETSi 18,792,91 15,170,98

 CHAPTER-3

THEORITICAL BACKGROUND
Introduction

HRM refers to the proper utilisation of resource, maintaining and compensating their services with
the job and organizational requirements. HRM is concerned with handling the people in the
organisation. It is the process of planning, organising, directing and controlling the functions of
the organisation. It is the part of an organisation’s activities concerned with the recruitment,
improvement and management of its employees.

The main functions of HRM are human resource planning, recruitment and selection, training and
management development, performance appraisal, compensation and employees benefits etc.

According to Dale Yoder “HRM is observed as a system in which participants look for to attain
both individual and group goals”.

Features of HRM

 It is people oriented and future oriented process.

 It is universal in nature.
 It focus on results rather than on rules.
 It is multi-disciplinary activity and changes itself with changing environment.
 It is continuous because HRM is a never ending process.

Nature of Human Resource Management

 It includes both individual and group works.

 It is to assign the job for the people in order to achieve their goals.
 It is prevalent in nature as it is present in all enterprises.
 It tries to help employees to develop their potentiality.
 It tries to maintain jovial relationship between people working at various levels in the
organisation.
  It helps the organisation to meet its goals in the future by providing capable and well-
motivated employees

Scope of Human Resource Management

 It is concerned with the manpower planning, recruitment and selection, placement,

transfer, promotion, training and development, retrenchment, remuneration, incentives,
productivity, etc.
 It deals with working conditions and comforts such as canteens, rest rooms, lunch rooms,
transport, medical facilities, education, safety and security, recreation facilities, etc.
 This covers union management relations, joint consultation, collective bargaining,
grievance and disciplinary procedures, settlement of disputes, etc.
 It is concerned with training every one of the employees in obtaining new specialised
abilities and learning.
 Planning for workers vocation and presenting formative projects.
 Selecting those employees having possibilities for advancement to meet the present and
future authority needs.

Objectives of Human Resource Management

 To provide the organisation with well-trained and well-motivated employees.

 To achieve and maintain high self-esteem among the employees.
 To develop overall personality of each employees in its multidimensional feature.
 To make sure effective utilization and maximum development of human resources.
 To develop and maintain quality of work life.
 To help the organisation to reach its goals.
 To ensure respect for people and satisfy the needs of individuals.

A STUDY ON GRIEVANCE MANAGEMENT SYSTEM

Introduction

Each and every employee who is working in the organisation has certain kind of
expectations which he assumes that must be satisfied by the organisation he is employed
for, but when the organisation fails to do this, he develops a feeling of discontent. When
an employee feels that he is treated unfairly, he is said to have a grievance.

Grievance management is the method through which the manager deals with the grievances
of his employees during his service. Grievance management makes it possible to identify
potential problems of employees. Without grievance management, it is not possible for the
organisation to deal with employee problems and respond to them. Thus, grievance
management plays a vital role in making organisational working relationships effective.

Definition

According to Dale Yoder “Grievance is a written complaint filed by an employee and

claiming unfair treatment”.

According to Jucius “Grievance is any dissatisfaction, whether expressed or not, whether

valid or not, rising out of anything associated with the company that an employee thinks,
trusts, or even feels is partial.

Nature of grievance

 A feeling of dissatisfaction with any facet of the organisation is a grievance.

 There can be varied reasons for the causes of grievance.
 It can be written or oral and expressed or unexpressed.
 Grievance leads to frustration, dissatisfaction, unhappiness, inattention towards
work which may lead to poor morale and eventually results in inadequacy and low
productivity.

Forms of grievances
 Actual: A realistic grievance arises when the employee’s expectations are not met by the
organisation, the employee’s gets disappointed with his job. For example, salary hike is
promised to employee after one year but not given.

Fantasy: Unreal grievance arises when an employee is dissatisfied due to his wrong
assumption, negative attitude, and invalid information. This wrong perception may develop
a negative image of the organisation in the minds of employee which may result in decline
of their work efficiency. Therefore this type of grievance should be dispensed immediately.

Concealed: when an employee is not aware about the reasons for his dissatisfaction, then
he has a hidden grievance. Generally, employee’s psychological needs like need for
gratefulness, friendliness, ability, success are not met.

Causes of grievances

 When the employees are not paid properly or fairly when compared to others such as bonus,
wages or allowance they feel dissatisfied.
 When their no proper working condition in the workplace like ineffective working tool,
poor quality of materials or unfair rules it leads to grievance.
 When employees are not able to adjust with colleagues or feels neglected it leads to
grievance.
 When employees are hurt due to the attitude of the top management such as violent
behaviour and using filthy language.
 Poor industrial relations and lack of workers participation in management leads to
grievance.

Effects of grievances

On the production process:

 Decline in superiority of production

 Decrease in quality of employee’s productivity
  Increase in depletion of material, spoilage of machinery
 Increasing manufacture cost.

On the employees:

 Increase absenteeism and turnover rate

 Lower the commitment level, honesty, and discipline
 Low employee morale

On the managers

 Negatively affects the superior-subordinate relations

 Increase in indiscipline cases
 Creates an atmosphere of disturbance or disorder
 Increases the degree of direction, control and development.

Impact of grievance

 Low production and efficiency due to lack of commitment

 Low quality of production due to non-existence of motivation
 High budget of production
 Increase absenteeism and turnover due to dissatisfaction
 Decrease in self-esteem
 Increase in industrial disputes
 Corrosion in superior-subordinate relationship

Need for grievance procedure

 Management should understand the employee’s feelings and opinions about the
company’s policies and practices.
 It should make an investigation on the supervisor’s attitude and behaviour towards
their subordinates.
 Employees should get a chance to express his feelings.
 Management should build good morale, maintains code of discipline.
  Reduces personality conflicts.

Steps in grievance procedure

1) Recognise grievances: Employee grievance should be identified by the

organisation if they are not expressed. If they are revealed, management has to
promptly accept them.
2) Describe correctly: The management has to state the problem properly and
precisely after it is identified.
3) Gather data: Complete information should be collected from all the members
relating to the grievance. Information should be classified as facts, data, opinions,
etc.
4) Examine and solve: The information should be examined, alternative solutions to
the problem should be developed and the best solution should be chosen.
5) Quick redressal: The grievance should be resolved by implementing the solution.
6) Execute and follow up: Implementation of the solution must be followed up at
every stage in order to ensure effective and speedy solutions.

Grievance model procedure

The model grievance procedure involves six sequential time bound steps each leading
to the case of dissatisfaction. The distressed worker in the first case will approach the
foreman and tell him of his grievance verbally. The foreman has to redress his
grievance and if the worker is not satisfied with the foreman decision he can approach
the supervisor. If the supervisor is unable to provide satisfactory reply the worker
contacts the HOD and he has to respond within three days.

If the worker does not get the answer or not satisfied with the response of the HOD, he
can appeal to the grievance committee. The committee makes its recommendations and
forward it to the manager within seven days after intimation of grievances. The worker
is informed about the decision within three days by the manager. When the worker is
not satisfied, he can make an appeal against the manager’s decision which has to be
again decided within a week.
 If no decision is taken, then within a week of the receipt of the management’s decision,
both the union and organisation can take the grievance to voluntary settlement.

Appeal against within a wee

Manger

Grievance committee

HOD

Supervisor

Foreman

Worker

Guidelines for handling grievances

 Talk with the employees and give them a full hearing or proper response.
 Investigate and handle each case promptly.
 Comply with the prescribed time limits for handling the grievance.
 Give importance to each case and get the grievance in writing.
 Discuss in a private place.
 Gather information about grievance, inspect the personal record of the distressed worker
and see whether any witness are available.
 Maintain proper records and follow up the action taken in each case.

In this study it is understood that grievance management system is the essential part of the
organisation which is main reason for the employee performance, without grievance
management system it is impossible for the management to deal with employee problems and
respond to them. Grievance arises when employees expectation are not met by the organisation.
Grievance are caused due to lack of economic condition. Improper Working environment, poor
industrial relations etc. Therefore management should respect the feelings and opinions of the
employees, build good morale and maintain code of discipline. It is strong feeling of the
employees that feels that they are treated unfairly. Thus grievance plays an important function
of the organisation.
 CHAPTER-4

ANALYSIS AND INTERPRETATION

ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE

Table number 1

Showing the respondents based on gender

Gender Number of respondents Percentage

Male 82 82%
Female 18 18%
Graph 4.1 represents the gender of respondents
 GENDER
male female

18%

82%

Interpretation: From the above table, it shows that percentage of people interviewed in the
ABCTCL were 82% male and 18% female.

Inference: From the above analysis, it can be inferred that the majority of respondents interviewed
in the company were male.

Table number 2

Showing the age profile of respondents

Age Number of respondents Percentage

Less than 25 18 18%
25-35 48 48%
35-45 22 22%
45 and above 12 12%
Sum 100 100%
Graph 4.2 represents the age profile of the respondents
 AGE

50
45
40
35
30
25
20
15
10
5
0
less than 25 25-35 35-45 45 and above

Interpretation: From the above table, it is clear that 18% of the respondents belongs to age group
less than 25 years, 48% of the respondents belongs to the age group between 25 to 35 years, 22%
of the respondents belongs to age group between 35 to 45 years and 12% of the respondents
belongs the age group above 45 years.

Inference: From the above analysis, it can be inferred that majority of the respondents interviewed
in the ABCTCL belongs to age group of 25 to 35 years with 48% this reveals that most of the
employees working under this age group are young and energetic.

Table number 3

Shows the respondents of education qualification

Education qualification Number of respondents Percentage

Higher secondary 26 26%
Diploma 16 16%
Under graduate 40 40%
Post graduate 18 18%
Sum 100 100%
Graph 4.3 represents the respondents of education qualification
 EDUCATION QUALIFICATION
45
40
35
30
25
20
15
10
5
0

higher secondary diploma under graduate post graduate

Interpretation: From the above table, it shows that 26% of the respondents are higher secondary,
16% of the respondents are diploma, 40% of the respondents are under graduate and 18% of the
respondents are post graduate.

Inference: From the above analysis, it can be inferred that the people interviewed in the ABCTCL
were majority of the respondents are under graduates who are fairly well qualified in the company.

Table number 4

Shows the work experience of respondents

Work experience Number of respondents Percentage

0-5 32 32%
5-10 28 28%
10-15 25 25%
15-20 15 15%
Sum 100 100%
Graph 4.4 represents the work experience of the respondents
 WORK EXPERIENCE
0-5 years 5-10 years 10-15 years 15-20years

15%

32%

25%

28%

Interpretation: From the above table it shows that 32% of the respondents have the experience
up to 5 years, 28% of the respondents have 5 to 10 years’ experience, 25% of the respondents have
10 to 15 years’ experience and 15% of the respondents have 15 to 20 years of experience.

Inference: From the above analysis, it can be inferred that the majority of respondents working in
ABCTCL have work experience for about 5 years. Therefore, it can be inferred that they have
expertise in their jobs.

Table number 5

Shows whether the employees aware with grievance management system followed in the
organisation.

Statement Number of respondents Percentage

Yes 75 75%
No 25 25%
Graph 4.5 represents to which extent the employees are aware with grievance management system
in the organisation
 25%
Yes
No

75%

Interpretation: From the above table it is clear that 75% of the respondents are aware about the
grievance management system and 25% of the respondents are not aware about the grievance
management system in the organisation.

Inference: From the above analysis, it can be inferred that majority of the respondents are aware
about the ABCTCL grievance management system which reveals that the company have the
system of grievance management.

Table number 6

Shows whether the employees aware with policies and procedure of the organisation and find that
satisfactory

Number of respondents

Statement Strongly Satisfied Neutral Strongly Dissatisfied

satisfied dissatisfied
Policies 65 65% 20 20% 10 10% 5 5% 0 0%
 Procedure 70 70% 15 15% 8 8% 7 7% 0 0%
Graph 4.6 represents the policies and procedures of the respondents

POLICIESAND PROCEDURES
poilicies procedures
70%
65%

20%

15%

10%

8%

7%
5%

0%

0%
STRONGLY SATISFIED NEUTRAL STRONGLY DISSATISFIED
SATISFIED DISSATISFIED

Interpretation: From the above table it shows that 65% of the respondents are strongly satisfied
with policies and 70% of the respondents are strongly satisfied with the procedures of the company,
20% of them are satisfied with policies and 15% of them are satisfied with the procedures, 10% of
them are neutral with policies and 8% of them are neutral with procedures, 5% of them are strongly
dissatisfied with policies and 7% of them are strongly dissatisfied with procedures and 0% of the
respondents are dissatisfied with policies and procedures of the organisation.

Inference: From the above analysis, it can be inferred that majority of the respondents are strongly
satisfied with the policies and procedures of the ABCTCL. Therefore it reveals that the respondents
are aware with the policies and procedures followed in their organisation.

Table number 7

Shows does organisation is supportive in the employees work

 Statement Number of respondents Percentage
Strongly agree 38 38%
Agree 32 32%
Neutral 20 20%
Disagree 8 8%
Strongly disagree 2 2%
Graph 4.7 represents the level of support to the respondents in their organisation

40%

35% 38%

30% 32%
25%

20%
20%
15%

10%

5% 8%
2%
0%
Strongly agree Agree Neutral Disagree Strongly disagree

Interpretation: From the above table it is clear that 38% of the respondents strongly agree that
organisation is supportive to their work, 32% of the respondents Agree, 20% of them are neutral,
8% of them disagree and 2% of the respondents strongly disagree about the organisation support
to their work.

Inference: From the above analysis, it can be inferred that majority of the respondents strongly
agree with the organisation support to their work and hence it is clear that the ABCTCL is
supportive to the employees and motivate the employees to perform better in their work.

Table number 8
Shows analysing the opinions of the respondents of the following reasons in the organisation

Number of respondents
Statement Strongly Satisfied Neutral Strongly Dissatisfied
satisfied dissatisfied
Training and programs 38 38% 22 22% 20 20% 15 15% 5 5%
Management decisions 60 60% 18 18% 12 12% 7 7% 3 3%
Career opportunities 45 45% 20 20% 18 18% 15 15% 2 2%
Salary offered 51 51% 32 32% 8 8% 5 5% 4 4%
Graph 4.8 represents the view of the respondents for the following reasons.

70%
60%
60%
51%
50% 45%
38%
40%
32%
30%
22% 20% 20% 18%
18%
20% 15% 15%
12%
8% 7%
10% 5% 5% 3%
2% 4%
0%
Strongly satisfied Satisfied Neutral Strongly Dissatisfied
dissatisfied

Training and programs Management decisions

Career opportunities Salary offered

Interpretation: From the above table it is clear that 60% of the respondents are strongly satisfied
with the management decisions, 51% of them are strongly satisfied with the salary offered, 45%
of them strongly satisfied with the career opportunities and 38% of them are strongly satisfied with
training programs in the ABCTCL.

Inference: From the above analysis, it can be inferred that majority of the respondents are strongly
satisfied with the management decisions. This reveals that if management decisions are proper or
fair then there will no chance of grievance occurrence in the organisation.
Table number 9

Shows whether the respondents are satisfied with the following benefits provided by the
organisation.

Number of respondents
Statement Strongly Satisfied Neutral Strongly Dissatisfied
satisfied dissatisfied
Leaves 58 58% 20 20% 12 12% 10 10% 0 0%
Incentives 53 53% 18 18% 15 15% 12 12% 2 2%
Bonus 69 69% 13 13% 10 10% 7 7% 1 1%
Rewards and recognition 37 37% 32 32% 19 19% 9 9% 3 3%
Graph 4.9 represents the view of the respondent’s satisfaction level for the benefits provided by
the organisation

80%
69%
70%
58%
60% 53%
50%

40% 37%
32%
30%
20%18% 19%
20% 13% 15%
12% 10% 10%12%
10% 7% 9%
3%
0% 2% 1%
0%
Strongly satisfied Satisfied Neutral Strongly Dissatisfied
dissatisfied

Leaves Incentives Bonus Rewards and recognition

Interpretation: From the above table it represents that 69% of the respondents are strongly
satisfied with the bonus, 58% of the respondents are strongly satisfied with leaves, 53% of the
respondents are strongly satisfied with the incentives and 37% of the respondents are strongly
satisfied with rewards and recognition.
Inference: From the above analysis, it can be inferred that majority of the respondents are highly
satisfied with the bonus given to the employees. Thus it reveals that the bonus provided by the
organisation motivates the employees to perform better in their job.

Table number 10

Shows the reasons for the employee grievance in the organisation

Number of respondents
Statement 1 2 3 4 5
Wage and salary 2 2% 8 8% 13 13% 32 32% 45 45%
Promotion 4 4% 16 16% 20 20% 24 24% 36 36%
Working condition 3 3% 15 15% 11 11% 19 19% 52 52%
Job security 1 1% 8 8% 15 15% 12 12% 64
Graph 4.10 represents the opinion of the respondents based on their ranking for the following
reasons.

70% 64%

60%
52%
50% 45%

40% 36%
32%
30% 24%
20% 19%
20% 16%15% 15%
13% 12%
11%
8% 8%
10% 4% 3%
2% 1%
0%
1 2 3 4 5

Wage and salary Promotion Working condition Job security

Interpretation: From the above table it is clear that 64% of the respondents has given highest
ranking to the job security, 52% of the respondents to the working conditions, 45% of the
respondents to the wage and salary and 36% of the respondents to the promotion in the
organisation.

Inference: From the above analysis, it can be inferred that majority of the respondents have ranked
the job security as highest and hence it is clear that the employees are not satisfied with the job
security, thus it leads to one of the reasons for grievance in the organisation.

Table number 11

Shows does the grievance management system followed by organisation is effective and the
employees feel that satisfactory

Statement Number of respondents Percentage

Strongly satisfied 58 58%
Satisfied 21 21%
Neutral 11 11%
Dissatisfied 6 6%
Strongly dissatisfied 4 4%
Graph 4.11 represents view of the respondents regarding the management system followed in the
organisation.
 Strongly dissatisfied 4%

Dissatisfied 6%

Neutral 11%

Satisfied 21%

Strongly satisfied 58%

0% 10% 20% 30% 40% 50% 60% 70%

Interpretation: From the above table it shows that 58% of the respondents are strongly satisfied
with the management system followed in the ABCTCL, 21% of them are satisfied, 11% of them
are neutral, 6 % of them are dissatisfied and 4% of them are strongly dissatisfied.

Inference: From the above analysis, it can be inferred that majority of the respondents are strongly
satisfied with the management system followed in the organisation.

Table number 12

Shows does the organisation response to the employee grievance in specific time limit.

Statement Number of respondents Percentage

Strongly agree 45 45%
Agree 22 22%
Neutral 17 17%
Disagree 13 13%
Strongly disagree 3 3%
Graph 4.12 represents the opinion of the respondents regarding the response from the organisation
to their grievance in specific time limit.

3%
13%

45%
17%

22%

Strongly agree Agree Neutral Disagree Strongly disagree

Interpretation: From the above table it shows that 45% of the respondents are strongly agree with
the response given to their grievance in specific time limit by the organisation, 22% of them agree,
17% of them are neutral, 13% of them disagree and 3 % of the respondents strongly disagree the
response given to the employee grievance.

Inference: From the above analysis, it can be inferred that majority of the respondents strongly
agree to the reply given by the organisation to their grievance in specific time limit. This reveals
that if the company response to the employee problems within a specific time limit there will be
no chance of problems existence.

Table number 13

Shows does the grievance is the main reason for dispute between management and employees in
the organisation

Statement Number of respondents Percentage

Strongly agree 71 71%
 Agree 17 17%
Neutral 9 9%
Disagree 3 3%
Strongly disagree 0 0%
Graph 4.13 represents the respondent’s view to which level the grievance is the main for dispute
between management and employees in the organisation.

LEVEL OF DISPUTE
80%

70%
71%
60%

50%

40%

30%

20%

10% 17%
9% 3% 0%
0%
Strongly agree Agree Neutral Disagree Strongly disagree

Interpretation: From the above table it tells that 71% of the respondents strongly agree that
grievance is the main reason for dispute between employees and management, 17% of them agree
for that, 9% of them are neutral, 3% of them disagree and 0% of them strongly disagree.

Inference: From the above analysis, it can be inferred d that majority of the respondents strongly
agree that the grievance is the main reasons for dispute between the employees and management
in the organisation. Therefore it reveals that the company should avoid grievance by making proper
decisions so that there will no chance of disputes in the organisation.

Table number 14
Shows the satisfaction level of employees

Number of respondents
Statement 1 2 3 4 5
Wage and salary 3 3% 7 7% 59 59% 21 21% 10 10%
Promotion 1 1% 5 5% 72 72% 14 14% 8 8%
Working condition 0 0% 9 9% 15 15% 65 65% 11 11%
Job security 5 5% 20 20% 31 31% 28 28% 16 16%
Graph 4.14 represents the respondent’s level of satisfaction regarding the following options given
below.

SATISFACTION LEVEL
Wage and salary Promotion Working condition Job security
72%

65%
59%

31%

28%
21%
20%

16%
15%

14%

11%
10%
9%

8%
7%
5%

5%
3%
1%
0%

1 2 3 4 5

Interpretation: From the above table it is clear that 72% of the respondents are satisfied with the
promotion, 65% of the respondents are satisfied with the working conditions, 59% of them are
satisfied with wage and salary and 31% of them are satisfied with job security in the organisation.

Inference: From the above analysis, it can be inferred that majority of the respondents are satisfied
with the promotional activity of the ABCTCL. Therefore it tells that if the company motivates the
employees by giving promotion based on their performance the employee’s feels satisfied.
Table number 15

Shows whether the respondents are satisfied with the following facilities provided by the
organisation.

Statement Number of respondents

Strongly Satisfied Neutral Strongly Dissatisfied
satisfied dissatisfied
Welfare facilities 18 18% 43 43% 28 28% 9 9% 2 2%
Infrastructure facilities 15 15% 57 57% 21 21% 7 7% 0 0%
Housing facilities 27 27% 38 38% 19 19% 15 15% 1 1%
Medical facilities 21 21% 60 60% 10 10% 5 5% 4 4%
Graph 4.15 represents whether the responded are satisfied with the following facilities provided
by the organisation.

60%

50%

40%

30%

20%
10%
0%
Strongly
Satisfied
satisfied Neutral
Strongly
dissatisfied Dissatisfied

Welfare facilities Infrastructure facilities Housing facilities Medical facilities

Interpretation: From the above table it is clear that 60% of the respondents are satisfied with the
medical facilities, 57% of the respondents are satisfied with infrastructure facilities, 43% of the
respondents are satisfied with welfare facilities and 38% of the respondents are satisfied with the
housing facilities.

Inference: From the above analysis, it can be inferred that the majority of the respondents are
satisfied with the medical facilities provided by the ABCTCL. This reveals that the organisation
must provide various facilities to motivate and retain employees to achieve the organisation
success.

Table number 16

Shows whether any temporary solution provided until proper decision is made so that is does not
raise any adverse effects within the organisation

Statement Number of respondents Percentage

Strongly agree 46 46%
Agree 22 22%
Neutral 16 16%
Strongly disagree 11 11%
Disagree 5 5%
Graph 4.16 represents view of respondents for the temporary solution provided by the organisation
for the grievance raised.

5%
11% Strongly agree
Agree
16% 46% Neutral
Strongly disagree

22% Disagree

Interpretation: From the above table it is clear that 46% of the respondents strongly agree to the
temporary solutions provided by the organisation when grievance raises, 22% of respondents
agree, 16% of the respondents are neutral, 11% of respondents strongly disagree and 5% of them
disagree.

Inference: From the above analysis, it can be inferred that majority of the respondents strongly
agree for the temporary solution provided by the ABCTCL. Therefore it reveals that organisation
should provide temporary solution to the employees to avoid grievance.

Table number 17

Shows if the decision given by HR department are not satisfactory whether employees are given
opportunity to take it to higher officials

Statement Number of respondents Percentage

Yes 58 58%
No 42 42%
Graph 4.17 represents view of the respondents whether they are given opportunity to take it to
higher officials if the decisions are not satisfactory.

42% Yes

58% No
Interpretation: From the above table it shows that 58% of the respondents says yes that they are
given opportunity to take it to higher officials if decisions are not found satisfactory and 42% of
the respondents says no to it.

Inference: From the above analysis, it can be inferred that majority of the respondents are given
opportunity to take their problems to the higher officials if the decision given by HR department
people is not found satisfactory. Thus it reveals that organisation is supportive to the employees.

Table number 18

Shows the opinion about the following statement

Number of respondents
Statement Strongly Agree Neutral Strongly Disagree
agree disagree
I work according to my skills and 62 62% 20 20% 12 12% 6 6% 0 0%
qualifications
I am recognised for the 54 54% 23 23% 10 10% 9 9% 4 4%
outstanding performance
I feel that the organisation is 51 51% 18 18% 15 15% 14 14% 2 2%
supportive
Rules set within the organisation 45 45% 17 17% 22 22% 11 11% 5 5%
are fair
Graph 4.18 represents respondent’s opinion about the following statement
 I work according to my skills and qualifications
I am recognised for the outstanding performance
I feel that the organisation is supportive
Rules set within the organisation are fair
62%
54%
51%
45%

23%

22%
20%

18%
17%

15%

14%
12%

11%
10%

9%
6%

5%
4%
2%
0%
STRONGLY AGREE NEUTRAL STRONGLY DISAGREE
AGREE DISAGREE

Interpretation: From above table it tells that 62% of the respondents strongly agree that they work
according to their skills and qualifications, 54% of the respondents strongly agree that they are
recognised for outstanding performance, 51% of the respondents strongly agree that they feel
organisation is supportive and 45% of the respondents strongly agree that rules set within the
organisation are fair.

Inference: From the above analysis, it can be inferred that majority of the respondents strongly
agree that the rules set within the organisation are fair, organisation is supportive to their work and
they are recognised for outstanding performance. Thus it tells that the employees who are working
in ABCTCL have positive opinion towards the organisation.

Table number 19

Shows whom does the employees report if they have any grievances

Statement Number of respondents Percentage

Superior 73 73%
Functional head 16 16%
Head of HR department 11 11%
Graph 4.19 represents how many of the respondents report to the following people in the
organisation if they have any grievances

Head of HR
department
11%
Functional
head
16%

Superior
73%

Interpretation: From the above table it shows that 73% of the respondents report their problems
to the superior, 16% of the respondents report to the functional head and 11% of the respondent
report to the head of HR department in the organisation.

Inference: From the above analysis, it can be inferred that majority of the respondents report their
problems with superior when the grievance arises in the organisation. This reveals that the top
management should take proper measures when the employees come up with the problems in the
organisation.

Table number 20

Shows whether the employees directly go and discuss their grievance with immediate superior
when a grievances arises

Statement Number of respondents Percentage

Strongly agree 48 48%
Agree 28 28%
Neutral 12 12%
 Strongly disagree 10 10%
Disagree 2 2%
Graph 4.20 represents the whether the respondents directly go and discuss their grievance with
immediate superior.

48%

28%

12%

10%

2%

Interpretation: From the above table it is clear that 48% of the respondents strongly agree that
they directly go and discuss their grievance with the immediate superior, 28% of the respondents
agree, 12% of the respondents are neutral, 10% of the respondents strongly disagree and 2% of the
respondents disagree.

Inference: From the above analysis, it can be inferred that majority of the respondents agree that
if any grievance arise in the organisation the employees directly go and discuss their problems
with the immediate superior. Thus it reveals that organisation must respond to employee’s
problems on time and support them in their work.
Table number 21

Shows how often the employee’s grievance is being taken care off

Statement Number of respondents Percentage

Always 33 33%
Seldom 30 30%
Often 21 21%
Sometimes 14 14%
Never 2 2%
Graph 4.21 represents view of the respondents regarding how their grievance is being taken care
by the organisation

2%
14% Always
33% Seldom
Often
21%
Sometimes
Never
30%

Interpretation: From the above table it is clear that 33% of the respondents says that grievance is
always taken care, 30% of the respondent says it is seldom, 21% of them says that it is often taken
care, 14% of them says sometimes and 2% of the respondents says never.

Inference: From the above analysis, it can be inferred that majority of the respondents says that
the employee grievance is always taken care by the organisation. This reveals that if the
organisation take care the problems of employees they feel motivated to work which leads to
increase in productivity of the organisation.
Table number 22

Shows whether management has been making efforts to dispose all grievance procedurally with a
view to ensure justice and satisfaction to employees

Statement Number of respondents Percentage

Strongly agree 62 62%
Agree 23 23%
Neutral 10 10%
Strongly disagree 4 4%
Disagree 1 1%
Graph 4.22 represents opinion of the respondents to what extent organisation is making effort to
ensure justice and satisfaction to employees.

70%
62%
60%

50%

40%

30%
23%
20%
10%
10% 4%
1%
0%
Strongly agree Agree Neutral Strongly disagree Disagree
Interpretation: From the above table it represents that 62% of the respondents strongly agree
about the efforts made by organisation to ensure justice and satisfaction to employees, 23% of the
respondents agree, 10% of them are neutral, 4% of them are strongly dissatisfied and 1% of them
disagree.

Inference: From the above analysis, it can be inferred that majority of the respondents strongly
agree that the organisation is making an effort to provide justice and satisfaction to employees.
This reveals that management is giving importance and strong union is present in the organisation
which solves most of the problems.
 FINDINGS

 The following are the grievance management system followed across food and beverages
industry.
 Quick actions
 Handling the grievance on time
 Providing satisfactory solutions
 It is understood that most of the employees in the organisation are aware with the grievance
management system followed in ABCTCL.
 As employees are aware with policies and procedures of the organisation, most of the
employees are highly satisfied with procedures of the organisation.
 Organisation is supportive for the employees whenever they face any kind of problems and
when the problems are solved majority of employees strongly agree that they are supported
by the organisation.
 Majority employees in the ABCTCL says that organisation always take about the grievance
of the employees when it arises and strongly agree that the organisation response to their
in specific time limit
 It is clearly understood that the reasons for employee grievance in the organisation is due
to lack of job security, demotivation, improper facilities and low wages etc.
 Most of the employees in the ABCTCL strongly agree that management is making efforts
to ensure justice and satisfaction to employees in the organisation.
 Employees in the ABCTCL are strongly satisfied with the grievance management system
followed by the organisation and found that it is effective.
 Employees of ABCTCL strongly agree that the main reason for grievance is dispute
between management and employees in the organisation.
 It is analysed that most of the employees are strongly satisfied with the decision taken by
management in the ABCTCL.
 Most of the employees in the organisation are strongly satisfied with the bonus, the benefit
which is provided by the ABCTCL.
 It tells that the satisfaction level of employees is moderate and organisation are concerned
more with promotional activities rather than grievance handling.
 It tells that majority of the employees in ABCTCL are only satisfied with medical facilities
provided by the organisation and also majority employees agree that their work is based on
their skills and qualifications.
 Most of the employees in the organisation report to the superior if they have any grievance
when they are not satisfied with the decision of HR department.
 Employees of ABCTCL strongly agree that organisation provide temporary solution until
proper decision is given to employees so that when the grievance it does not affect
adversely.
 SUGGESTIONS

The following measures can be suggested to the organisation to improve grievance

management system with respect to employees in ABCTCL.

 Besides the pay and promotions the organisation should also focus on employee
satisfaction with regards to policies, working environment, career opportunities,
communication network and feedback etc.
 Counselling of employees need to be done from time to time which make the organisation
clearly understand about the problems of employees and to solve them which will increase
the efficiency of the employees.
 Job security is one of the major requirement which every employees look for. Having a
secured job will bring about a certain stability in their career so the organisation should
focus more on the employee job security.
 Employees work efficiently when they get satisfactory support not only from superior but
also from the others like functional head, HR department etc., and so management should
support them in adequate manner.
 The organisation should also focus on welfare and infrastructure facilities which will
reduce absenteeism and also helps in employee retention.
 Opportunities to learn will enable them in their growth and satisfy their needs so the
employees also need proper means of opportunities to showcase their talent in the work.
 To solve the problems a proper time barrier should be fixed at different levels which will
encourage the employees to express their grievance.
 A system of suggestion box must be executed which will helps the employees to give their
suggestions to improve the performance of employees.
 CONCLUSION

Employee grievance is one of the main reason for the employee’s performance, by solving the
employee grievance it will lead to job satisfaction and increase in the productivity of the employee
which will benefit both employees and the organisation.

Grievancee management is a most important challenging task in the company, meanwhile the
expectation of employees are increasing with fluctuating life style. Employees have high
expectation from the company, if it is not possible to fulfil all their expectation but it tries to fulfil
most of their expectations.

In view of the above analysis done on ABCTCL it can be clearly understood that employees are
satisfied with medical, safety and housing and many facilities provided by the company. Company
is also providing benefits as per the various enactment of labour laws but there is still more
opportunity for the development, which will benefit both organisation and employees.