INDEX

Sr. No. Table of Contents Page No.

1. INTRODUCTION 1-6
2. OBJECTIVES 7
3. RESEARCH METHODOLOGY 8-9
4. 10-11
REVIEW OF LITERATURE

5. WESTERN COALFIELDS 12
LIMITED (WCL)
7. GRIEVANCE HANDLING 17-29
PROCEDURE
8. THE GRIEVANCE PROCEDURE 30- 36
9. EMPLOYEE COUNSELING 37- 41
SESSION
10. BENEFITS OF A GRIEVANCE 42
HANDLING PROCEDURE

11. STATUTORY PROVISIONS 43-44

CONCERNING THE
GRIEVANCE REDRESSAL
PROCEDURE IN INDIA
12. THE MODEL GRIEVANCE 45-46
PROCEDURE
13. DATA ANALYSIS 47-54
14. FINDINGS 55
15. CONCLUSION 56
16. SUGGESTION 57-58
17. LIMITATION 59
18. QUESTIONNAIRE 60
19. BIBLIOGRAPHY 61
20. ANNEXURE 62-67

0
 Chapter 1

INTRODUCTION

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice

which an employee experiences about his job and its nature, about the

management policies and procedures. It must be expressed by the employee an

brought to the notice of the management and the organization.

Grievances take the form of collective disputes when they are not resolved. Also

they will then lower the morale and efficiency of the employees. Unattended

grievances result in frustration, dissatisfaction, low productivity, lack of interest

in work, absenteeism, etc. in short, grievance arises when employees expectations

are not fulfilled from the organization as a result of which a feeling of

discontentment and dissatisfaction arises. This dissatisfaction must crop up from

employment issues and not from personal issues.

Grievance may result from the following factors-

Improper working conditions such as strict production standards, unsafe

workplace, bad relation with managers, etc.

Irrational management policies such as overtime, transfers, demotions,

inappropriate salary structure, etc.

Violation of organizational rules and practices

The manager should immediately identify all grievances and must take

appropriate steps to eliminate the causes of such grievances so that the employees

remain loyal and committed to their work. Effective grievance management is an

1
essential part of personal management. The managers should adopt the following

approach to manage grievance effectively-

1. Quick action- As soon as the grievance arises, it should be identified and

resolved. Training must be given to the managers to effectively and timely mange

a grievance. This will lower the detrimental effects of grievance on the employees

and their performance.

2. Acknowledgement grievance- The manager must acknowledge the

grievance put forward by the employee as manifestation of true and real feelings

of the employees. Acknowledgement by the manager implies that the manager is

eager to look into the complaint impartially and without any bias. This will create

a conductive work environment with instances of grievance reduced.

3. Gathering facts- the managers should gather appropriate and sufficient

facts explaining the grievance’s nature. A record of such facts must be maintained

so that these can be used in later stage of grievance redressal.

4. Examining the causes of grievance- the actual cause of grievance should

be identified. Accordingly remedial actions should be taken to prevent repetition

of the grievance.

5. Decisioning- After identifying the causes of grievance, alternative course

of actions should thought of to manage the grievance. The effect of each course of

action on the existing and future management policies and procedure should be

analyzed and accordingly decision should be taken by the manager.

2
6. Execution and review- The manager should execute the decision quickly,

ignoring the fact, that it may or may not hurt the employees concerned. After

implementing the decision, a follow-up must be there to ensure that the grievance

has been resolved completely and adequately.

An effective grievance procedure ensures an amiable work environment because

it redresses the grievance to mutual satisfaction of both the employees and the

managers. It also helps the management to frame policies and procedures

acceptable to the employees. It becomes an effective medium for the employees

to express the feelings, discontent and dissatisfaction openly and formally.

Overview of the mining sector in India

Coal mining in India began in 1774 when John Sumner and Suetonius Grant

Heatly of the East India Company commenced commercial exploitation in

the Raniganj Coalfield along the Western bank of Damodar river. As on 31 March

2015, India had estimated coal reserves of 306.6 billion metric tons (338.0 billion

short tons), the fifth largest coal reserves in the world. India is the fourth largest

producer of coal in the world, producing 536.5 million metric tons (591.4 million

short tons) in 2014.

Due to high demand and poor average quality, India is forced to import high

quality coal to meet the requirements of steel plants. India's coal imports have

risen from 43.08 million metric tons (0.04749 billion short tons) in 2006-07 to

199.88 million metric tons (0.22033 billion short tons) in 2015-16.

3
 Coal Mining

Coal mining in India had primarily been a private sector enterprise. This changed

in September 1956 when the Government of India established its own coal

company National Coal Development Corporation (NCDC). Collieries run by the

Railways formed the nucleus of NCDC. This was to fulfill the fast growing

energy requirements in the country to support rapid industrialization taking place

through 5-year Plans of the Government. In the same year, Singareni Colliery

Company, which was operating in Andhra Pradesh since 1920, was also brought

under government control when the Central Government and Andhra Pradesh

Government acquired its 45% and 55% shares respectively.

In 1971, the Government of India nationalized all the 214 coking-coal mines and

12 coke-ovens running in the private sector, excluding those held by TISCO and

IISCO for their captive use. On 1 January 1972, a new Government company

Bharat Coking Coal Limited (BCCL) was formed to take control of these

nationalized mines and coke-ovens. Next year on 30 January 1973, all the

remaining 711 non-coking coalmines of the country in private sector were also

nationalized. 184 of these mines were handed over to BCCL, and remaining 527

were handed over to a newly opened department Coal Mines Authority. 4 months

later on 14 June 1973, this department was converted into a separate Government

company CMAL. NCDC, earlier formed in 1957, was merged with CMAL, and

45% share-holding of Central Government in Singareni Collieries Company Ltd

was also handed over to CMAL. CMAL started functioning with its 4 divisions,

4
viz, Eastern Coalfields, Central Coalfields, Western Coalfields, and Central Mine

Planning and Design Institute.

By 1973, all coking coalmines were under BCCL, which was functioning as a

subsidiary of Steel Authority of India Ltd (SAIL) under Department of Steel of

the Ministry of Steel and Mines; and all non-coking coalmines were under

CMAL, which was under Department of Mines of the Ministry of Steel and

Mines. For better control, both BCCL and CMAL were brought on 11 October

1974 under the Department of Coal (now an independent Ministry) of the newly

formed Ministry of Energy.

On 1 November 1975, a new public-sector company Coal India Limited (CIL)

was formed to enable better organizational and operational efficiency in coal

sector. All the 4 Divisions of CMAL were given the company status, and were

brought under CIL along with BCCL. 45% share-holding of the CMAL in

Singareni Collieries Company was also transferred to CIL, and CMAL was

closed.

Thus, CIL started functioning in 1975 with 5 subsidiary companies under it.

These were Bharat Coking Coal Limited (BCCL), Eastern Coalfields Limited

(ECL), Central Coalfields Limited (CCL), Western Coalfields Limited (WCL),

and Central Mine Planning & Design Institute Limited (CMPDIL). In due course

of time, 3 more companies were formed under CIL by carving out certain areas of

CCL and WCL. These were Northern Coalfields Limited (NCL), South-eastern

Coalfields Limited (SECL), and Mahanadi Coalfields Limited (MCL).

5
Pursuant to the Fuel Policy of 1974, CIL also started the construction of India's

First Low Temperature Carbonization Plant at Dankuni in the late 1970s. It was

renamed as Dankuni Coal Complex, and is one of the only operational Coal Gas

plant of this kind in the World. Dankuni Coal Complex has been incurring heavy

loss due to the Greater Calcutta Gas Supply Company (Previously known as

Oriental Gas Co.) giving non-remunerative price and fixing them unilaterally.

Coal India is planning to venture into Coal-to-Methanol technology at the existing

Plant.

Government of India held 100% equity of CIL from 1975 till 2010.

6
 Chapter2
OBJECTIVE OF THE STUDY

The study was planned with the following objectives:

• To identify the reasons for faculty grievances

• To check the availability of grievance handling mechanism in the WCL,

Chandrapur.

• To identify the role of HR department towards faculty-grievance handling

7
 Chapter 3
RESEARCH METHODOLOGY

Looking at the importance of Western Coalfields Limited, there was a felt need to

address the issue of grievance handling procedure for employees of WCL. Both

primary and secondary data has been used for the research purpose. Secondary

data was collected from various sources including internet and books. Area survey

was designed to collect data on grievance handling mechanism in the WCL

Chandrapur, India. A total of 150 employees were approached. 30 employees

refused to be the part of the survey and 20 of them gave incomplete response. A

total of 100 people were interviewed. A semi-structured interview protocol was

used, which included the following topics: grievance communication pattern,

frequency of faculty grievances, grievance handling procedure, balancing the

conflict etc. The respondents were encouraged to illustrate their experiences of

managing this phase of grievance handling. The respondents described the

challenges that they faced and they also made suggestions as to how this process

could become more effective. Telephonic interview and exchange of emails was

also done in some cases for follow up questions to clarify their point on the

matter. The responses from the HR department were noted on paper on extensive

manner and transcribed at the earliest possible time after the interviews. Various

tactics were used to draw meaning from the data, contrast and comparisons,

checking results with respondents. The result of this entire process is presented in

the section on data analysis and interpretation.

8
 DATA ANALYSIS:

Sampling unit:-

Employees of WCl, Chandrapur

Sampling technique:-

Simple random technique

Sample size:-

A sample of 100 employees were selected for this survey.

Tool for analysis:-

1. Chi square Test:- The Chi square formulae used on these data is

X2=∑ [(f0-fe) 2/fe]

Where

f0 – the observed frequency in each category

fe – the expected frequency in the corresponding category

df – the “degree of freedom” (n-1)

X2 – is Chi square.

2. Percentage method:- Simple percentage:

Simple percentage analysis was used by the research for analyzing and

interpreting the collected data. The diagrammatic representations were given by

pie diagrams and bar charts.

Percentage Method = (No. Of respondents/ Total respondents) x 100

9
 Chapter 4
REVIEW OF LITERATURE

Literature reviews that for a real grievance to have occurred there must have been

a violation of an employee's rights on the job. Also, it must have been the

employer or one of his/her agents -- like a supervisor or manager who has violated

these rights, directly or indirectly. If an employee makes a complaint that doesn't

involve the employer in some way, you may still have todeal with it, but it won't

be a grievance (Trotta, MauriceS., 1976). In order to adjust the employees'

concerns, there are recognized procedures that are applied by the organization in

detailing every inch of the problems. The grievance procedures are part in the

specified area of labour in which the main concept is to implement the system

regarding the various concerns and complaints. People are important for the

business leaders and managers, and to minimize the conflicts and other problem

within the workplace, they have to handle the issue with fair treatment.

Historically, the grievance procedures can formulate the positive outcomes and

contribute to for the effectiveness of the management. This can be another tool for

the management to maintain the relationships within the workplace. The

grievance procedures provide the means of identifying the appropriate practices,

procedures, and administrative policies that can cause the employee's complaints

be considered (Bohlander, 1989). The creation of the grievance procedures began

through the various conceptualizations of the people and their access in

resolutions. The comparison of the female and male employees has difference

means of grievance procedure.

10
Mostly, women are anticipated in seeking justice but are lacked in the access in

networks that are necessary towards the resolution. Meanwhile, the men are

hesitant to embrace the formality of the grievance procedures for they were

reluctant to damage their relationships with other people (Hoffman, 2005).

Legislation now compels employers to refer grievance procedures in their

statement of terms and conditions. They must also grant \employees the right of

accompaniment to certain hearings (Jackson, Tricia., 2000). There are recognized

steps in handling the grievance which can be also applied in the process of the

organizations. Firstly and maybe the most important, is to let the person or the

people stand up and speak on what are the things they believed is wrong.

Everybody has a right to be heard, and with the open communication, the problem

can be easily resolved (Hardeman, 2004). For many years universities have

enjoyed a strong position at the heart of the global economy of knowledge, and

business schools have been one of the major success stories in higher education

over the last 40 years. But, in the view of limited quality faculty pool in the

Management Circles in India, little has been done to keep them engaged through

an effective Grievance Handling Mechanism (GHM) (Ivory et al.

2006:5, and Mintzberg 2005:377).

11
 Chapter 5

WESTERN COALFIELDS LIMITED (WCL)

Western Coalfields Limited (WCL) is one of the eight Subsidiary Companies

of Coal India Limited (CIL) which is under administrative control of Ministry Of

Coal. The Company incorporated under the Companies Act, 1956 has its

registered office at Coal Estate, Civil Lines, Nagpur–440001. WCL has been

conferred “Miniratna” status on 15 March 2007. The Company has contributed

about 6.7% of the national coal production during 2014-15. It has mining

operation spread over the states of Maharashtra (in Nagpur, Chandraupur &

Yeotmal Districts) and Madhya Pradesh (in Betul and Chhindawara Districts).

The Company is a major source of supplies of coal to the industries located

in Western India in the States of Maharashtra, Madhya Pradesh, Gujarat and also

in Southern India in the States of Andhra Pradesh, Tamil

Nadu, Karnataka and Kerala. A large numbers of Power Houses under

Maharashtra, Madhya Pradesh, Gujarat, Karnataka, Punjab and Uttar Pradesh -

Electricity Boards are major consumers of its coal along with cement, steel,

chemical, fertilizer, paper and brick Industries in these states.

Mr. Ranjan Mishra is the present Chairman-cum-Managing Director of Western

Coalfields. The total production of the Western Coalfields limited stood at 41.15

MT during 2014-15 against 39.73 MT during 2013-14, an increase of 3.6%. The

firm has set up three new coal projects of 7 MT per annum capacity during 2014-

15 and has set a target to establish 10 new coal projects of 16.62 MT per annum

capacity during 2015-16.

12
 Chapter 7

GRIEVANCE HANDLING PROCEDURE

7.1 Why Grievance Handling Procedure Is Vital

There is a greater diversity in the WCL workplace today, comprising employees

from different age, nationality, gender, ethnic and religious background. In such

work environment, miscommunication and misunderstanding are likely. If not

managed properly, such misunderstandings will affect employees’ morale and

productivity. With employees being more Internet savvy and the popularity of

social media, such unhappiness may also be publicized on social media plat forms

such as Facebook and Twitter. Such negative publicity can affect the employers’

image and brand, causing unnecessary embarrassment to the management. In

some cases, such grievances can also lead to expensive and time consuming

litigations. Employers can pre-empt such situations by creating favourable

working environment through adoption of fair employment practices. This

includes proper Grievance Procedure (GP) to handle complaints. Employers and

employees should understand that it is unrealistic for every grievance to be

resolved to the absolute satisfaction of either party. In most situations, the most

reasonable solution is a compromise with both parties adopting a “give and take”

position. The purpose of a GP is not there solution or settlement of the grievance

but the maintenance of industrial harmony between the employee and employer.

This handbook is produced by the Tripartite Alliance for Fair Employment

Practices to promote the adoption of fair and responsible employment practices.

13
This handbook offers practical tips and brings employers through the entire

grievance handling process.

7.2Definition of grievances and complaints at the workplace

A grievance is any discontent or feeling of unfairness and in the workplace, it

should be pertaining to work. A grievance is more deep-seated than a complaint.

Complaints are expressions of grievances, but a grievance is deep-rooted such that

the employee takes appropriate remedial action to seek satisfaction.

The roots of a grievance can be real or imaginary. For instance, grievances based

on real or actual activities and events may include receiving information and data

that are inaccurate or when employees are unhappy when there is a wage cut. The

roots of grievances can also be imaginary, for example, a supervisor may feel the

need to closely monitor an employee with weak work performance. If the

supervisor fails to communicate his intention, the employee may perceive the

supervisor’s conduct as intrusive and overbearing. On the other hand, the other

colleagues may perceive that the supervisor is exercising favouritism and being

unfair. Such grievances are based on false perceptions and assumptions.

1) According to Dale Yoder “A grievance is a written complaint filed by an

employee and claiming unfair treatment.”

2) Keith Davis defines it as “any real or imagined feeling of personal

injustice which an employee has concerning his employment relationship.”

3) According to Jucius “a grievance is any discontent or dissatisfaction,

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

14
with the company which an employee thinks believes or feels to be unfair, unjust

or inequitable.”

7.3Causes of Grievances

An employee is dissatisfied and harbors a grievance when he feels there has been

an infringement of his rights that his interest has been jeopardized. This sense of

grievance generally arises out of misinterpretation or misapplication of company

policies and practices.

Grievances mostly arise out of following reasons:

1) Concerning Wages:

Demand for individual adjustment; the worker feels that he is not paid fully.

Complaints about incentives; piece rates are too low or too complicated.

Mistakes in calculating the wages of the workers;

2) Concerning supervision:

Complaints against discipline; inadequate instructions given for job performance

Objections of having a particular foreman; the playing favorite; the foreman

ignores complaints Objections to the manner in which the general methods of

supervision are used; there are too many rules; regulations are not clearly posted.

3) General working Conditions:-

Unhygienic working conditions

Poor production standards

Non availability of tools, materials and equipments

15
4) Collective bargaining:

The company is attempting to undermine the trade union and the workers who

belong to that union; the contract with labor force has been violated; the company

does not deal effectively with union grievances.

The company does not allow the supervisors to deal settle the grievances of the

employees.

The company disregards the agreements already arrived at with the workers or

their trade union.

5) MANAGEMENT POLICY

1. Wage rates and methods of wage payments.

2. Overtime and incentive payments.

3. Promotion, transfer and seniority issues.

4. Lack of opportunities for career growth.

5. Leave.

6. Issues relating to employee conduct.

7. Unhappy relations with the bosses.

8. Unhappy relations with the union.

9. Violation of company laws.

10. Violation of rules, regulations, established traditions and accepted

practices.

11. Violation of labour laws.

16
7.4Work related grievances

Grievances at the workplace must be based on the foundation of employer

employee relationship and employment-related. For a better understanding of

work-related grievance, reference is made to the definition of industrial matters

found in the Industrial Relations Act stated below (emphasis added):

“Industrial matters” means matters pertaining to the relations of employers and

employees are connected with the employment or non-employ mentor the terms

of employment, the transfer of employ mentor the conditions of work of any

person;

▪ Relations of employers and employees

When employees express their grievances about their difficulty working with a

specific employee, the employer has to deal with their grievances because that

employee’s behavior affects work discipline and work relations of all parties.

▪ Employment

This is the state of being employed and grievance can arise from dissatisfaction

relating to job descriptions, job duties, functions and activities.

▪ non-employment

This is a state of not being employed. Employee grievances can be triggered when

employers’ acts of termination of employment are unfairly or not properly

managed or administered.

▪ terms of employment

This is a common source of employees’ grievances since it relates to matters such

as wages or salary, allowances, rewards and benefits.

17
 ▪ transfer of employment

The Industrial Relations Act refers to the definition found in the Employment Act

1946, where

• Transfer “includes the disposition of a business as a going concern and a

transfer affected by sale, amalgamation, merger, reconstruction or operation of

law”.

• The common employee grievances that occur in such cases are the

unhappiness and uncertainty of having to work under a different employer, and

doubts as to whether the transfer is actually an outsourcing exercise.

▪ conditions of work of any person

Employee grievances of this nature would relate to safety and health conditions,

discriminatory acts and unfair treatment by the employer.

7.5 Methods of Understanding Employee Grievances

1) Exit interview

Interviewing employees who have decided to quit the company could reveal a lot

about what is not visible to the naked eye. These are very useful as the company

can come to know what problems are been faced by the employees.

2) Opinion surveys

A survey could be undertaken to find out how employees feel about the company

about the work, their colleagues.

18
3) Gripe boxes

Gripe boxes may be kept at prominent locations in the factory for lodging

anonymous complaints pertaining to any aspect relating to work. Since the person

lodging the complaint need not reveal his identity he can reveal his feelings of

injustice or discontent fairly and without any fear of victimization.

4) Open door policy

This is a kind of walk in interview or meeting with the manager when the

employees can express his feelings about any work related grievance. The

manager can cross check the details of the complaint through various means at his

disposal.

5) Observation

In this grievance identification technique grievances are not heard from the

aggrieved employee directly, rather the manager or the immediate supervisor

constantly tracks the behavior of the employees working under him. If he comes

across an employee who exhibits an indifferent attitude, experiences difficulties in

getting along with people, mishandles or damages tools, equipment or materials

due to carelessness or he/she is quite often absent then they infer such an

employee has some serious grievances which needs immediate action and

remedy.

7.6Types Of Grievances

In the workplace, there are only two types of grievances: the General Grievance

and the Individual Grievance.

19
1) General Grievance

The General Grievanceis a grievance that affects a group of employees.

Examples of general grievances would be a wage cut or a retrenchment exercise

that could involve several employees or the entire workforce.

2) Individual grievances

The Individual Grievanceis a grievance affecting one employeeand requires a

one-to-one approach, with or without the Trade UnionRepresentative (TUR),

depending whether the organization is unionized. Inthis situation, the GP should

be applied. Examples of Individual Grievanceswould include an employee who

feels discriminated in a promotion exerciser a case of sexual harassment.

7.7 Handling Of General Grievances

It is commonly assumed that the person who should handle employeegrievances

is the designated Human Resource (HR) Practitioner of theorganization. This is

far from correct. Although the HR Practitioner has apart to play, the handling of

employee grievances is a job function of anyperson authorized and empowered by

the employer. The type of grievance,whether it is individual or general will also

determine who should handle thegrievance process.

For instance, the Chief Executive Officer (CEO) should play the leading role in

handling General Grievances. Handling General Grievances require frequent and

regular communication and information-sharing with employeesto minimise any

20
misunderstanding. Failure to do so may lead to a high labour turnover or a

depressed workforce with low productivity and high absenteeism rate.

In handling General Grievances, communication is Key and organization scan

include the following information in the communication process;

▪ Whatadverse events that have occurred, are occurring or will be occurring

that require certain actions to be taken that will affect employees.

▪ Whycertain painful action or actions, for example wage cut, have to be

taken over other solutions.

▪ Whowill be affected and in what manner.

▪ Howthe decided action or actions would be administered.

▪ Whenthe decided action or actions would be made effective. This will

allow employees ample time to prepare themselves and consider their options.

If the organization is unionized, the Management team comprising of the CEO,

relevant Heads of Department (HODs), including the Chief HR Practitioner

would first meet and share information with the Trade Union Official and

members of the Branch Committee. This is a required contractual

obligationbecause when an employer recognises a union, it acknowledges that the

union represents all employees within the scope of the collective agreement, in

matters relating to all terms and conditions of service.

Communication with the employees can be carried out through notices or

circulars, followed up staff meetings for the purposes of obtaining feedback,

addressing concerns and providing assurances. In a unionized organization, the

21
Management should accept the Trade Union’s assistance in communication

because generally, employees are more receptive to communication from the

Trade Union.

Factors impacting General Grievance Handling

In handling General Grievances, it might be useful to remember the acronym,

“WECURO”;

▪ Well-timed

Information shared should be well-timed, not “too little” and not “too late”.

Management should be quick in dealing with any hint of trouble before it gets out

of control and employees start believing that rumours are facts.

▪ Effective

Information should be well planned, prudent and factual and communicated

through the most effective channel. When seeking feedback, a dialogue session is

more effective than e-mails.

▪ Consistent

It is very important that the information shared by all members of the

Management Team should be consistent. There should be no contradiction

between CEO and the HODs or even Section Heads.

▪ Up-to date

The Management Team should always be up-to-date in the latest news or events

relating to the specific situations. By being informed, they will be able to handle

any inquiries or issues that may be raised by the employees.

22
 ▪ Regular

Regular information sharing gives employees the impression that the

Management Team has no hidden agenda and helps to build trust. Trust is an

important factor in maintaining employees’ morale.

▪ Open-minded

All parties should be open-minded, because of the need for

effectivecommunication and a willingness to be flexible.

7.8Handling of Individual Grievances

The handling of Individual Grievances begins the moment the employee raises the

grievance either through walk-in meeting with the immediate supervisor or in

writing, using a Grievance/Complaint Form. In a walk-in meeting, the Grievance

Handler (GH) would not be prepared for the meeting. The GH will only be able to

address a grievance at the meeting if it is verysimple and straightforward. If not,

the GH will have to listen, record the grievance and follow up on the matter.

The advantage of a written grievance is that it allows the GH to make necessary

preparation before the meeting. Besides studying what has been written in the

Grievance/Complaint Form, the GH would need to have a better knowledge of the

employee and the issue relating to the grievance. For example, if the grievance is

about being sidestepped in a promotion exercise, the GH would need to have the

following pertinent information from the HR department to address the issue

properly:

23
▪ The organization’s Promotion Policy and Procedure – selection criteria

▪ The employee’s work performance record – where are the shortfalls

▪ The successful candidate’s work performance record – the success Factors

▪ Any workable solutions to be considered within the parameters -

organization’s HR policy

In sharing information and assisting the GH, the HR department shouldstress that

these information are strictly confidential. The objective ofinformation sharing is

to enable the GH to explain matters intelligently to theemployee. The GH should

then set the date, time and venue for a meetingwith the employee. For a

constructive session, the following measures arerecommended:

▪ Choose a conducive venue that is private.

▪ Ensure that there is no interruption/intrusion for at least one to two Hours.

▪ Use a “round-table” type or same side seating arrangement.

▪ Begin the meeting with pleasantries and simple courtesy like an offer of

refreshments, and some small talk before going straight into the main issue.

Factors Impacting Individual Grievance Handling

To be an effective GH, the following skills should be cultivated and

demonstrated. They could be summed up in the following acronym, “PRACLIP”;

24
 ▪ Problem solving attitude

A problem-solving attitude implies that the GH is open-minded and willingto

explore with the employee ways to resolve the grievance.

▪ Responsible

The GH should ensure that all matters relating to the employee and the grievance

discussed at the meeting should be kept confidential. The GH should also be

meticulous about follow-up and completing the task judiciously.

▪ Active Listening

The GH should not be just a good listener but should practise active listening. He

should seek to understand, interpret, and evaluate what he hears. He must exercise

empathy and try to understand the feelings ofdissatisfaction and distress that the

aggrieved employee is experiencing.

▪ Careful

The GH needs to be particularly careful when taking notes during the meeting. To

ensure accuracy, the GH should record and repeat pronouncements made to

ensure there are no discrepancies. Note taking is also important for follow-up

work.

▪ Light-hearted

Humour diminishes tension and brings about a congenial atmosphere during a

grievance handling session. Having a good sense of humour will be helpful to a

GH.

25
 Chapter 10

Benefits of a Grievance Handling Procedure

1. It encourages employees to raise concerns without fear of reprisal.

2. It provides a fair and speedy means of dealing with complaints.

3. It prevents minor disagreements developing into more serious disputes.

4. It serves as an outlet for employee frustration and discontents.

5. It saves employers time and money as solutions are found for workplace

problems.

6. Enables the management to know the pulse of its employees by learning about

their feelings and opinions and about the policies and practices of the organization.

7. Provides a channel to the aggrieved employees to express their grievances about

various aspects of their jobs.

8. Provides clues about the behavior and attitude of the managers and supervisors

towards their subordinates.

26
 Chapter 11

STATUTORY PROVISIONS CONCERNING THE GRIEVANCE

REDRESSAL PROCEDURE IN INDIA

There are three important legal provisions that specify the rules relating to the

grievance redressal procedure in Indian industrial organizations.

1. The Industrial employment(standing order) Act, 1946

Clause 15 of the model standing orders in schedule 1 of the industrial employment act

makes it mandatory for every establishment employing 100 or more workers to have

appropriate officers to deal with the complaints of the employees .

2. The industrial disputes act, 1947

There shall be a grievance settlement authority in every industrial organization that

employs 50 or more workers.

Whenever an industrial dispute arises in these organizations, the concerned worker or

his union may refer such a dispute to the grievance settlement authority for

settlement.The grievance settlement authority in the due timeframe shall proceed the

matter and conclude the proceedings.

There shall be no reference of any dispute to boards, courts or tribunals unless and

until such a dispute was considered by the grievance settlement authority to reach a

decision and the decision so reached became unacceptable to any one of the parties of

the dispute.

27
3. The Factories Act, 1948

Section 49 of the factories act makes it necessary the appointment of a welfare officer

in every factory that employs 500 or more workers. These officers are actually

responsible for settling the grievances of employees.

Coal Public Grievance Officer:-

Shri. Animesh Bharti (Economic Advisor)

Address:-

Ministry of Coal, Fifth floor, Lok Nayak Bhawan, Khan Market, New Delhi

Contact details:-

Phone & Fax:- 24655949

Email:-advisor.moc@nic.in

28
 Chapter 13

Data Analysis

Q1. Grievance Handling Procedure taken properly?

Sr. No. Particulars Percentage

1 Yes 71%

2 No 29%

Total 100%

Grievance Procedure Taken Out

29%

Yes
No

71%

Interpretation:

In the above given data around 71% of the surveyed employees agree that the

Grievance Handling Procedure taken out properly in WCL, Chandrapur While 29%

of the surveyed employees not agree that Grievance Handling Procedure not taken by

WCL, Chandrapur properly.

29
Q2. Employees get satisfied from grievance handling procedure taken out by

committee?

Sr. No. Particulars Percentage

1 Yes 71%

2 No 29%

Total 100%

Satisfaction
80%
70%
60%
50%
40%
71%
30%
20%
29%
10%
0%
Yes No

Interpretation:

In the above given data around 71% of the surveyed employees agree that they get

satisfaction from Grievance Handling Procedure taken out by WCL, Chandrapur

While 29% of the surveyed employees not agree that they get satisfaction from

Grievance Handling Procedure by WCL, Chandrapur properly.

30
Q3. Grievance arises due to salary?

Sr. No. Particulars Percentage

1 Yes 68%

2 No 32%

Total 100%

Grievance due to Salary

32%
No

68%
Yes

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

Interpretation:

In the above given data around 68% of the surveyed employees agree that the

Grievance arises due to salary While 32% of the surveyed employees not agree that

Grievance is arising due to salary.

31
Q4. Grievance arises due to workload?

Sr. No. Particulars Percentage

1 Yes 67%

2 No 33%

Total 100%

Grievance Due to Workload

100%
67%
50%
33%
0%

Yes
No

Interpretation:

In the above given data around 67% of the surveyed employees agree that the

Grievance arises because of workload While 33% of the surveyed employees not

agree that Grievance arises due to workload.

32
Q5. Grievance arises due to additional work?

Sr. No. Particulars Percentage

1 Yes 68%

2 No 32%

Total 100%

Grievance due to additional work

70%
60%
50%
40%
66%
30%
20% 34%
10%
0%
Yes No

Interpretation:

In the above given data around 66% of the surveyed employees agree that the

Grievance arises due to additional work they have to perform While 34% of the

surveyed employees not agree that Grievance not arises due to additional work.

33
Q6. Grievance arises due to work environment?

Sr. No. Particulars Percentage

1 Yes 34%

2 No 66%

Total 100%

Grievance due to work environment

Yes
34%

No
66%

Interpretation:

In the above given data around 34% of the surveyed employees agree that the

Grievance arises due to work environment present in the WCL While 66% of the

surveyed employees not agree that Grievance arises due to work environment present

in the WCL.

34
Q7. Grievance arises due to work culture?

Sr. No. Particulars Percentage

1 Yes 34%

2 No 66%

Total 100%

Grievance due to work culture

Yes
80%
60%
34%
40%
20%
0%

66%
No

Interpretation:

In the above given data around 34% of the surveyed employees agree that the

Grievance arises due to work culture of WCL While 66% of the surveyed employees

not agree that Grievance arises due to work of WCL.

35
Q8. Grievance arises due to social injustice?

Sr. No. Particulars Percentage

1 Yes 14%

2 No 86%

Total 100%

Grievance due to social injustice

Yes
14%

No
86%

Interpretation:

In the above given data around 14% of the surveyed employees agree that the

Grievance arises due to social injustice While 86% of the surveyed employees not

agree that Grievance arises due to social injustice.

36
 Chapter 14

Findings

All the employees of WCL, Chandrapur found to be average satisfied with facilities

provided to them by WCL. They want still more focus on grievance handling

procedure. They want best committee for reducing grievances in less time period for

satisfaction. About 71% of employees are satisfied from grievance handled by

committee of WCL. A neat, clean and peaceful environment of the mine helps in

maintaining satisfaction and enthusiasm to perform the work among the employees of

WCL.

37
 Chapter 15
CONCLUSION

The present study reveals that the Grievance Handling Mechanism is average in the

WCL Chandrapur as none of these have a separate cell/committee to address faculty

grievances. Thus, talent retention becomes a problem and attrition rate becomes high.

The organization should recognize the importance of satisfying the faculties and

retaining them. Further improvements can be made so that all faculties are highly

satisfied with the management. Care should be taken in the way managers approaches

the problem and perceiving the pros and cons of the situation. Proper procedures for

handling employee grievances within the broader context of employee engagement

develops the trust of employees in the organization and addresses employee's

concerns before they develop into disputes. They also help to identify areas for

improvement to strengthen employee morale and satisfaction. The reasons of faculty-

grievances as identified by this survey must be looked into with greater concern as

they may become a major problem if ignored. Faculties must be free from these stress

boosters as it may damage their quality and performance in their lectures. The

management should take active role in this process. The cooperation from both

parties is the pre-requisite to handle the problem and effective settlement of the

grievances. Conscious use of professional self can help managers in the grievance

handling process. Ultimately, the above contribute to the development of a committed

and motivated workforce.

38
 Chapter 16
SUGGESTION

As an outcome of the present research it is suggested that there must be a special

grievance handling cell or a committee for the faculties. The manager in- charge

should be capable to identify all grievances and must take appropriate steps to

eliminate the causes of such grievances so that the faculties remain loyal and

committed to their work. For effective grievance management the managers should

adopt the following approach to manage grievance effectively-

1. . Quick Action- As soon as the grievance arises; it should be identified and

resolved. Training must be given to the managers to effectively and timely manage a

grievance. This will lower the detrimental effects of grievance on the faculties and

their performance.

2. Acknowledging Grievance- The manager must acknowledge the grievance put

forward by the faculties as manifestation of true and real feelings of the faculties.

Acknowledgement by the manager implies that the manager is eager to look into the

complaint impartially and without any bias. This will create conducive work

environment with instances of grievance reduced.

3. Gathering Facts- The managers should gather appropriate and sufficient facts

explaining the grievance's nature. A record of such facts must be maintained so that

these can be used in later stage of grievance redressal.

39
4. Examining the causes of grievance- The actual cause of grievance should be

identified. Accordingly remedial actions should be taken to prevent repetition of the

grievance.

5. Decision Making- After identifying the causes of grievance, alternative course of

actions should be thought of to manage the grievance. The effect of each course of

action on the existing and future management policies and procedure should be

analysed and accordingly decision should be taken by the manager.

6. Execution and Review- The manager should execute the decision quickly,

ignoring the fact, that it may or may not hurt the faculties concerned. After

implementing the decision, a follow-up must be there to ensure that the grievance has

been resolved completely and adequately.

An effective grievance procedure ensures an amiable work environment because it

redresses the grievance to mutual satisfaction of both the faculties and the managers.

It also helps the management to frame policies and procedures acceptable to the

faculties. It becomes an effective medium for the faculties to express the feelings,

discontent and dissatisfaction openly and formally

40
 Chapter 17
Limitation

1. The study is limited to WCL, Chandrapur.

2. Only 50 respondents are selected for the study.

3. The data collected in limited as time frame is short.

4. Another limitation is the area of research as it is confined to the WCL,

Chandrapur only; the result may vary in different reason.

41
 Chapter 18
QUESTIONNAIRE

Name:-………………………………………………………………………………….

Email:-………………………………………………………………………………….

Mobile No.:-……………………………………………………………………………

Please answer Yes or No.

…………………………………………………………………………………………..

Q1.Grievance Handling Procedure taken properly?

1.Yes 2.No

Q2. Employees get satisfied from grievance handling procedure taken out by

committee?

1.Yes 2.No

Q3. Grievance arises due to salary?

1.Yes 2.No

Q4. Grievance arises due to workload?

1.Yes 2.No

Q5. Grievance arises due to additional work?

1.Yes 2.No

Q6. Grievance arises due to work environment?

1.Yes 2.No

Q7. Grievance arises due to work culture?

1.Yes 2.No

Q8. Grievance arises due to social injustice?

1.Yes 2.No

42
 Chapter 19
BIBLIOGROPHY

K. Mariappan, Employment policy and labour welfare in India, New century

publication, New Delhi, India

Dr. Vijay Upagade, Dr. Arvind Shende, Research Methodology, S Chand and
company ltd., Ram Nagar, New Delhi

Arun Monoppa, Industrial Relation, Tata Mc Graw-Hill publishing company, New

Delhi

S. N. Malhotra, Labour Problem in India, S. Chand and company ltd., New Delhi

Jackson H. John, Human Resource of Management, Tata Mc Graw-Hill publishing

company, New Delhi

Stephens P. Robbins, Organizatinal Behavior, Pearson Education

Keith Devis, Human resource and personal management, Tata Mc Graw-Hill

publishing company, New Delhi

V. S. P. Rao, Human resources, Excel Books, New Delhi

Company Magazines, Khanan Bharati Pragati, WCL Coal Estate, Civil line,
Nagpur

• www.westerncoal.nic.in

• www.Easterncoal.gov.in

• www.coalindia.nic.in

• www.pgportal.gov.in

43
Chapter 20
Annexure

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