INTRODUCTION

1. INTRODUCTION
A grievance is a wrong or hardship suffered, which is the grounds of a complaint. Grievance-handling is a very important and sensitive area of the work profile. It is, nonethe-less, an area that is, at best, taken for granted and, at worst, grossly neglected by the service providers as it does not fall into the category of "urgent matters". Its importance is very often not appreciated by those who ought to recognise the value of grievances in order to develop a diagnosis of what ails a Department or agency. There is, perhaps, a reasonable justification for this perception of the grievance-handling mechanism among the citizens at large. Every grievance points to a missed pulse beat somewhere in the organisation, and when grievance-prone areas are identified and analysed, it can frequently prevent "cardiac arrest" or avoid a "moment of truth" for the organisation. One does not have to await public interest litigations and contempt proceedings in a court of law before addressing grievances and grievance-prone areas. There are specific factors that make for a sound complaintshandling system. It should ideally be accessible, simple, quick and fair. It should also respect confidentiality, be responsive, effective and accountable. It should provide feedback to management for systemic reform. Accessibility Grievance-handling is decentralized and grievances are settled independently by each Department or agency. There is a provision for accessibility of publicly notified Grievance Officers to meet the aggrieved persons at specified times and on specified days of the week. Telephone numbers and contact addresses of the Grievance Officers are widely publicized. Complaint boxes are placed at or near the reception desks. Information and Facilitation Counters (IFCs) have been set up by the organizations with a large public interface. Simplicity

The streamlining of complaints-handling is essential and, though an outline of the Companys requirements to assess a grievance is publicised, no strict proforma for application is laid down. Speed Time limits have to be fixed and notified for grievance-handling and final disposal by each organisation. Fairness It is not as easy as it sounds, as it requires balancing fairness towards the complainant with fairness towards the organisation and the individual complained against. Perception of fairness can vary sometimes even in the face of true impartiality. Transparency on the part of the decision-making and implementing authority goes a long way towards ensuring fairness. Confidentiality It needs to be maintained in all cases, particularly in matters such as dispute settlement in land-revenue or police cases. With the increasing use of information technology, provisions for maintaining confidentiality are being built into grievance software too. A reply to any grievance must cover all points raised and not address the grievance partially. Moreover, if an application is rejected, the reasons for such rejection must be made explicit. If there is any follow-up action, it must be pursued. This is not to say that such consideration is to be given to frivolous or fictitious complaints or to those which are persistently repeated, despite a well argued final reply having been sent. In order to be effective, the grievance redress mechanism should provide specific remedies. Remedies vary from compensations and refunds to repairs and replacements, from giving requisite information to tendering an apology. The concept of providing remedies requires a paradigm shift from an inherently defensive stance to one which is based on reaching out with goodwill to the aggrieved person. It also requires a degree of 3

sensitive handling and can differ from case to case. Remedies also work towards ensuring both organisational and individual accountability. An accountable grievance-handling system is open to scrutiny by clients, government and agency staff. Agencies can make their grievance redress mechanism more accountable by publishing information on the system and service delivery standards, and reporting on the outcomes of complaints and citizen satisfaction levels in annual reports and other public documents.

1.1 UNION LABOR

In a labor union, a grievance is the subject of a complaint filed by an employee to be resolved by procedures provided in the union contract. Such a grievance may arise from an alleged violation of the collective bargaining agreement, or violations of law, such as workplace safety regulations... Ordinarily, unionized workers must ask their operations managers for time during work hours to meet with a shop steward in order to discuss the problem, which may or may not result in a grievance. If the grievance cannot be resolved through negotiation between labor and management, mediation, arbitration or legal remedies may be employed. Typically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he or she has filed a grievance or not. The difference between a grievance and a complaint, in the unionized workplace, is whether the subject matter relates to the collective bargaining agreement.

1.2 HISTORY AND POLITICS

A grievance may arise from injustice or tyranny, and be cause for rebellion or revolution. The revolt of English barons in the early thirteenth century which led to the Magna Carta of 1215 was partly motivated by grievances against abuses by King John. This right to Petition the king, for grievances, was affirmed in the Bill of Rights 1689. 4

The United States Declaration of Independence is mainly an enumeration of the colonists' grievances against King George III. The right "to petition the Government for a redress of grievances" is recognized in the First Amendment to the United States Constitution. A grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employees rights. One of the effective ways of minimizing and eliminating the source of an employees grievance is by having an open door policy. An open door policy facilitates upward communication in the organization where employees can walk into a superiors cabin at any time and express their grievances. The National Commission on Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever a grievance is expressed. Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods problem-solving method is most likely to bring about a win-win situation. Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both 5

sides must give a little and try to work together. Relationship building is key to successful labor relations.

1.3 CAUSES OF GRIEVANCES

Causes of Grievances Among Workers:i. Concerning wages Demand for individual adjustment; the worker feels that he is underpaid.

Complaints above incentives; pieces rates are too low or too complicated. Mistakes in calculating the wages of a worker.

ii. Concerning Supervision Complaints against discipline Objection to having a particular foreman; the foreman ignores the complaints. Objection to the manner in which the general methods of the supervision are used; rules and regulations are not clearly posted iii. Concerning Individual Advancement Complaint that the employees record of continuous service has been unfairly broken. Complaints that the claims of senior persons have bee ignored; that younger workers have been promoted ahead of older and more experienced employee. Charges are made that disciplinary discharge or lay-off has been unfair.

iv. General working conditions Complaints about toilet facilities being inadequate; about dirty lunch rooms. Complaints about working conditions; dampness, noise, fumes and another unpleasant and unsafe condition, which can be easily corrected; overtime is unnecessary.

v. Collective Bargaining The company is attempting to undermine the trade union and the workers who belong to that union; the contract with labour has been violated. The company does not .allow the supervisors to deal with, and settle, the grievances of the employees The company disregards precedents and agreements already arrived at with the workers and or their trade unions. Employee Grievances may be due to: Demands for individual wage adjustments Complaints-about the incentive system Complaints about the job classification Complaints against a particular foreman Complaints concerning disciplinary measures and procedures Objections to the general methods of supervision Loose calculation and interpretations of seniority rules and unsatisfactory interpretation of agreements Promotions Disciplinary discharge or lay-off Transfers for another department or another shift Inadequacy of safety and health services/devices Non-availability if material in time Improper job assignment Undesirable or unsatisfactory working conditions

Causes of Grievances in the Management: Indiscipline Go slow tactics

Non-fulfillment of the terms of the contracts signed between the management and the workers of their trade union Failure of the trade union to live up to its promises to the management Questionable methods adopted by trade union to enlist members Trade union rules which conflict with the terms of contract arrived at between the trade, union and the management

1.4 PRECAUTIONS AND PRESCRIPTIONS

The management should take care of following aspects to develop a culture of trust and confidence upon the employees. 1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant. 2. Always ensure that managers have adequate time to be devoted to the complainant. 3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure. 4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 5. Try to let employee present their issues without prejudging or commenting 6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. 7. Do remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 8

9. Don't make threats manage the grievances. 10. Never make use of allegations against personalities. 11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance. 12. Don't become angry, belligerent, or hostile during grievance handling procedure. 13. Do listen for the main point of arguments and any possible avenue to resolve the grievance. 14. Listen and respond sensitively to any distress exhibited by the employees. 15. Eliminating the source of the irritation or discomfort being complained of. 16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible. 17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits. 18. Avoid usage of verbosisms like "it will be taken care of." 19. Ensure effective, sensitive and confidential communication between all involved. 20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised. 21. The investigator or decision maker acts impartially, which means they must exclude 9

themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. Try to look upon the problem on different angles for appropriate understanding. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. Consider all relevant information in the investigation process. 26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. 27. Be aware of the limits of authority of the person who involved in the grievance handling procedures. 28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible. 29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen. 30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate. 31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor. 32. Try the level best to involve team members to resolve the crisis at unit level itself. 10

33. Avoid as far as possible the union involvement in conflict resolution situation process. 34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint. To a great extend the aggravation of industrial problems depends on manager's approaches and attitude in effective handling of employees grievances. Care should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. The conflict management approaches include the win-win strategy that help in the healthy organisational practices and which reflects the strong organisational culture. The cooperation from both parties is the pre-requisite to handle the problem and effective settlement of the grievances. Conscious use of professional self can help managers in the conflict handling situations grievance redressal process.

1.5 GRIEVANCE PROCEDURE

Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization. 1. Open door policy 2. Step-ladder policy Open door policy: Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door policy is suitable for executives; operational employees may feel shy to go to top management.

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Step ladder policy: Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superiors decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties. GRIEVANCE PROCEDURE IN INDIAN INDUSTRY The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 16th session of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery. According to it, workers representatives are to be elected for a department or their union is to nominate them. Management has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are: STEP 1: In the first step the grievance is to be submitted to departmental representative, who is a representative of management. He has to give his answer within 48 hours. STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days. STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of Grievance Committee must be communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of 12

final decision can be made by the worker if he is not satisfied with it. The management must communicate its decision to the worker within 7 days. STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary arbitration.

1.6 UNDERSTANDING GRIEVANCE PROCEDURE IN HUMAN RESOURCE MANAGEMENT

If an organization has to move towards excellence, maintenance of harmonious and cordial relationship is a vital condition. Similar to organization expectations from the employees. The employees do have more expectation in terms what they have contributed to each other. Failure to meet with each others expectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of continuing in nature and often judicial- legal process may not be of much help in resolving them.

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Managing Discipline: In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fixed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organization. Promotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. They are normally - A shared culture - Inculcation of positive attitudes - Scope for problem solving and - A feeling of satisfaction

(1)Approaches to Deal with Indiscipline: This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic.
[

(2) Judicial Approach: This is only an after effect approach. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. This is a time consuming process and conducive climates are not often restored.

(3) Humanistic Approach: It lays emphasis on a healthy inter personal relationship between the employer and employee. Corrective steps are taken in helping the employees to get over their difficulties and to the extent possible, punitive actions are avoided inspite of some perceived inconsistency that may exist among other workmen. 14

(4) Human Resources Development (HRP) Approach: Keeping in mind the Theory Y and its implications, organizational goals have to be enhanced through adequate training, motivational patterns and personnel policies. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. Likewise, the effectiveness in maintaining discipline is also possible through the process of leadership. A leader has to exhibit mutuality of interaction, persuation, highly interpersonal in his relationships and get himself involved and should expect participation from others to achieve the organizational goals and bear in mind not to indulge in favoritism while taking appropriate actions. To avoid displeasure among the employees while enforcing discipline, it would be a desirable course of action if only one employees his diagnostic skills and intervention skills. If a change is to be expected in an individuals behavior, some amount of influence had to be exercised in order to create a congenial atmosphere. Managing Grievance: In a democratic set up any employee should be in a position to express his dissatisfaction, whether it be a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. The feeling of discontent or dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been presented in a highly informal way. A complaint turns into a grievance when (I) there is a feeling of injustice (II) expressing the feeling formally, either verbally or in writing and (III) it is related to policies, procedures and operations of the organization. The National Commission on labour (1969) for example defines grievance in the following way: Complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitude grievance. Where the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedure.

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Nature and Causes of Grievance: In an organization a grievance may be presented by an employee or group employees, with respect to any measure or a situation that directly affects the individual or is likely to affect, the conditions of employment of many workers. If such a grievance is transformed into a general claim, either by the union, or by a group of employees, then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining. In Grievance Procedure, A survey of practices in industries in India, its classified in to 19 causes of employee grievances have been outlined. They are 1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5. Disciplinary action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature of job 11. Payment 12. Acting promotion 13. Recovery of dues 14. Safety appliances 15. Superannuation 16. Suppression 17. Transfer 18. Victimisation and 19. Condition of work. The international labour Organization (ILO), clarifies a grievance as a compliant of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulation, covering such areas as overtime,leave,transfer,promotions,seniority,job assignment and termination of service.

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REVIEW OF LITERATURE

2. REVIEW OF LITERATURE

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Several reviews of grievance procedure research were published in the mid to late 1980s (Gordon & Miller, 1984; Labig & Greer, 1988; and Lewin & Peterson, 1988). This review article will focus on grievance research published over the decade. First, the authors of the previous reviews noted the relative scarcity of grievance procedure research. Given the importance of grievance procedures for facilitating justice in the workplace, Gordon and Miller note that this neglect is "disturbing." Second, the grievance research up to the mid-80s was criticized for being largely descriptive and atheoretical. Most of the early studies on grievance procedures were case studies of procedures in selected organizations, utilizing an historical and institutional approach. Behavioral research grounded in social science theories was lacking. Lewin and Peterson (1988) noted a shift from the case study and single research site approach toward quantitative studies and larger data bases. Third, a related criticism is the lack of common foci. For example, studies of grievance initiation may approach the decision to file a grievance as if it were entirely an employee decision, or grievances may be viewed as organizational phenomena. Several studies have proposed or utilized very general research frameworks or systems models of the grievance process (e.g., Knight, 1985 and Lewin & Peterson, 1988), but these are very descriptive in nature and do not generate testable hypotheses. As Heneman (1969) noted however, every system is embedded in a larger system, and every system includes partial or sub-systems. Only Lewin and Boroff (1994) explicitly control for grievable events in a study of grievance initiation. In their analysis of individuals' probability of exercising voice and exit behaviors, they censored their sample to include only those employees who indicated that they perceived themselves to have experienced unfair treatment. Other studies have attempted to control for grievable events indirectly. Bemmels, Reshef and Stratton-Devine(1991) and Bemmels (1994a) included measures of supervisors' behaviors and the stewards' assessment of the supervisors' knowledge of the collective agreement. The rationale for their inclusion is that the occurrence of grievable events will be related to the behavior patterns of the supervisors and their knowledge of the 18

collective agreement. Allen and Keaveny (1985) also included respondents' "attitudes toward their supervisors" and "feelings of pay inequity" which will likely reflect the occurrence of grievable events.

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COMPANY PROFILE

3. COMPANY PROFILE

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IOL Chemicals and Pharmaceuticals Limited (IOLCP) is a leading organic chemicals manufacturer and supplier. We are Indian manufacturer of industrial chemicals & bulk drugs for over two decades. By pursuing & implementing the highest standards of excellence in our operations, we have nurtured our capabilities. By delivering consistent results have earned the admiration of customers and stakeholders alike.

Innovative Strengths & Strong Growth have made us the market leaders. We have built up our expertise responding to diverse customer requirements Our products cater to the key industrial sectors of Textiles, Pharmaceutical & Packaging Efficient teamwork & strong associations have guided us to success. Accolades for our environmental policies have come from the highest levels of power.

Through an unwavering focus on Quality, Commitment & Delivery, we have charted our way to success in our operations and have won the admiration of our customers. Our success is built on the strong pillars of innovation, quality, & dedicated customer service. By incorporating these & other business strengths, we have boosted our capabilities to maintain the leading edge in the industry & earn the loyalty of our customers. Vision To be the most admired and valuable company in bulk chemicals, intermediate specialty chemicals and APIs globally.

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Mission To provide qualitative products in bulk chemicals, intermediate specialty chemicals and APIs by constant innovation and breaking technological barriers with due regard to safety and environment. Core Values To provide qualitative products in bulk chemicals, intermediate specialty chemicals and APIs by constant innovation and breaking technological barriers with due regard to safety and environment. Quality Policy We at IOL Chemicals and Pharmaceuticals Ltd., are committed to supply good quality products, excelling laid down standards to delight our customers by continually upgrading our skill, technology, processes and complying to Good Manufacturing Practices and Quality Management Systems.

Varinder Gupta Chairman & Managing Director Rev. No. 01 Eff. Dt. 13.03.2008 Market Leaders Our market leadership in the organic chemical range & strong presence in the alcohol based industry, has been a result of an unwavering focus on quality & innovation. By adapting advanced technologies, refining processes & exploring wider applications, we aim to secure our position in the present day as well as in future. Strong Infrastructure

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By interacting with customers, we have been able to understand & respond to their dynamic needs. These responsive abilities have come from a parallel growth in our capabilities & capacities. Our expertise is the testimony to the long experience that we have in the industry and the advanced technologies that we employ in our facilities. Driving Growth By maintaining a speedy and a flexible approach to production, packaging & delivery, we have been able to provide a stable and reliable supply base for our customers. Our products cater to high growth industrial sectors such as agriculture, textiles, pharmaceuticals, packaging etc., which have been primary drivers of growth in the Indian economy. Success Orientation Our team of able & goal-oriented institutional builders, entrepreneurs, associates & skilled workers and technicians have been the driving force behind our success. With our management systems and tools, optimized for sustainability, we create value for our clients and our partners in business. While at the same time, our measures ensure that we fulfill the diverse needs of customers. We view this in terms of long-term competitive advantage that we achieve by providing superior products for wider applications from both economic and environmental viewpoints. Sustainable Development Sustainable development is a guiding principle at IOL Chemicals and Pharmaceuticals Limited . An unwavering focus on quality in the chemical industry leads to a parallel understanding of environmental concerns and the need for a viable environmental policy. MANAGEMENT TEAM We have a committed management team that anchors the organization effectively to its goal of providing high quality products and services. Equipped with technical expertise, excellent domain knowledge and extensive cross-functional experience, they nurture

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interactive relationships with the clients. The entrepreneurial zeal and dedicated efforts of our management team have always kept us ahead of our competitors.

LIST OF DIRECTORS NAME OF DIRECTORS Sh Varinder Gupta Sh R K Thukral Dr M A Zahir Sh Chandra Mohan Dr (Mrs) H K Bal Mrs Dimple Gupta Sh Kanwal Pandita Mr Ravi Pratap Singh Sh Yogesh Goel AWARDS & RECOGNITIONS DESIGNATION Chairman & Managing Director Executive Director Director Director Director Director Director Director Director

We willingly towards achieving excellence, creating new benchmarks in the industry. Our dedicated efforts have made us a name to be reckoned with quality, business integrity and complete customer satisfaction. Its not just a long list of clientele that stands as a testimony of our capabilities, but we have been also honored with some of the most prestigious awards. Some of the awards are as follows:

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NETWORK IOLCP has through its quality-focus, dedication to technical excellence & an unwavering commitment to its customers, developed a wide network of satisfied clientle'. Having established a strong domestic presence, we now look to expand our horizons and serve the international market with our high quality products like bulk chemicals, organic chemicals. We regularly cater to clients in various countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong Kong, Pakistan, Egypt and many others. IOLCPs meticulous efforts, transparency, integrity and commitment to technical excellence & best quality have contributed in creating a vast customer base. The company has built a competitive advantage for itself by satisfying its customers all over the world and this principle has been the cornerstone of its success. IOLCP has attained a front line position in the domestic segment and is thus contemplating to widen its horizon through global penetration. It has overseas customers from various 26

countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong Kong, Pakistan, Egypt and many others. IOLCP is therefore moving ahead with its vision to develop global strategic alliances with quality leaders and expand into new markets. FUTURE PLANS At IOLCP we view the changes needs as an inspiration to improve our existing manufacturing operations. In this fastpaced world, there is a definite need to expand operations & capabilities to keep in touch with the dynamic requirements of a widening base of customers. As an established company that has consistently delivered results in the industry & market, we are committed to enhancing the value we offer to our customers & stakeholders in terms of:

Growth Net worth Earnings per share

To maintain & sustain our growth, we have consistently adopted and implemented initiatives to expand our operations and ensure fast-paced, sustainable growth.

Pharma Expansion The production capacity of Ibuprofen, which has been the stronghold of our Pharma operations. IOLCP recently boosted its Ibuprofen plant capacity to 3600 TPA from 1800 TPA and to further expand the capacity to 6000 TPA. PPI's The company has planned for installation of new manufacturing facilities of following PPIs.

Rabeprazole 27

Lansoprazole Omeprazole Pantoprazole Esomeprazole

With annual installed capacity of 360 MT. The commercial production will start by the end of 2008 to 2010. The major uses of PPI's are:

Bind to proton pump and prevent it from producing acid in to the stomach. Usage in treatment of variety of gastric ailments. Rabiprazole is used to treat conditions where the stomach produces too much acid, including ulcers, gastroesophageal reflux disease (GERD), and Zollinger-Ellison syndrome.

Research & Development We invest judiciously in our R&D activities with a futuristic approach to develop new Molecules and APIs that will meet customer's demand. Existing process improvisation & new process development is also a prime area of concern to meet future challenges.

INFRASTRUCTURE AND QUALITY

IOL Chemicals and Pharmaceuticals Limited is a major Indian manufacturer of active pharmaceutical ingredient, organic chemicals and intermediates. IOLCP is founded in 1986, has grown from a single product company to a major global player with a diversified multi product facility and quality professionals. IOLCPs success is based on its strengths in chemistry, excellent facilities and absolutely dependable quality achieved with the help of highly qualified, competent & 28

committed men power. The company has built up long term relationships with its business associates in India and world wide by supplying quality products on schedule and its commitment to ethical. The facility complies fully with cGMP standards. The company has two units:

API Unit : This Unit is manufacturing IBUPROFEN as per IP / BP / USP / Ph.Eur. / JP / Micronised grade with installed Capacity of 10 MTPD Chemical Unit : This unit is manufacturing organic chemicals (Glacial Acetic Acid, Ethyl Acetate, Acetic Anhydride, Mono chloro acetic Acid, Acetyl Chloride, Iso butyl Benzene).The unit is DCS (Distributed Control System) based control system. The capacity of plant for Acetic Acid 240 MTPD, Ethyl Acetate is 120 MTPD; Acetic Anhydride is 60 MTPD, Mono chloro acetic Acid 20 MTPD, Acetyl Chloride 16 MTPD, Isobutyl benzene 30 MTPD.

To fulfill the requirement of steam/power in chemical division and API division, we have a 4MW cogeneration power plant and 13 MW is under installation. The plant is used to cater the steam and power requirement of the plant. The steam is produced at a pressure of 64 kg/cm2. The steam is extracted at a pressure of 5.5 ata (24tph) and the rest is put to condensing to meet the power requirement. The company has dedicated facility for manufacturing Ibuprofen. The total area of the premises is about 174015 Sq meter .Total Built up area is about 36757.78 sq meters. Entrance of main building is surrounded by green lawns and other landscaping. Final product manufacturing area is provided with Air handling system. AHU system is installed with 0.3, 5.0 & 10.0 in centrifuge, milling, blending, Micronizer & packing area. This area has negative pressure in corridor and positive pressure in rooms. It is so designed to comply cGMP as per ICH Q7, WHO, EudraLex and FDA 21 CFR Guidelines.

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Health, safety and environment responsibility is fundamental to IOLCP values. As to make IOLCP a world class company and the leader in pharmaceuticals and organic chemicals, our vision is to make measurable improvements in the health, safety and environmental aspects of our products, services, and operations. Approach IOLCPs meticulous efforts, transparency, integrity and commitment to technical excellence & best quality have contributed in creating a vast customer base. The company has built a competitive advantage for itself by satisfying its customers all over the world and this principle has been the cornerstone of its success. IOLCP has attained a front line position in the domestic segment and is thus contemplating to widen its horizon through global penetration. It has overseas customers from around 45 countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong Kong, Pakistan, Egypt, Malaysia, Peru, Brazil, Philippines, Jordan and many others. IOLCP is therefore moving ahead with its vision to develop global strategic alliances with quality leaders and expand into new markets. IOLCP is in leading position in industrial chemicals / API Ibuprofen market; we are committed to sustain our profitable growth pattern through a consistent focus on innovation & excellence. We aim to expand our operations in the manufacturing arena as well as innovative power generation initiatives that seek to free our operations from the volatility of external power supplies. Our vast financial resources and innovative practices have firmly put us on a growth trajectory that promises valuable & sustained returns in the near and distant future. In the manufacturing arena as well as innovative power generation initiatives that seek to free our operations from the volatility of external power supplies. Our vast financial resources and innovative practices have firmly put us on a growth trajectory that promises of being an investor friendly company. We believe in complete transparency, full disclosure, good governance and corporate citizenship. 30

We are committed to the enhancement of our shareholder / stakeholder value, measured in terms of:

Growth Net worth Earnings per share

Zero Tolerance Policy IOLCP practices the concept of Zero tolerance policy which includes: Zero Tolerance to Narcotics Zero tolerance to narcotics refers to development of drug free workplace. This is achieved through development of drug testing program (anti drug testing for employees) and will provide safety of our own employees. Benefits of this program:

Lower job accidents Lower worker compensation insurance premium Lower absenteeism Less inventory shrinkage/employee theft Lower health benefit utilization

Zero Tolerance for Workplace Violence A physical or verbal act towards another person, the result of which causes that person reasonably fears for his/her safety or the safety of other is covered under workplace violence. The safety of employees, clients and visitors is an important concern to the organization. Threats, threatening behavior, acts of violence against employees, clients, visitors while on 31

property, prosecution.

conducting

business

or

receiving

services

wont

be

tolerated.

Violation of this policy will lead to disciplinary action possible dismissal or criminal Any person who engages in violent or threatening behavior or property who uses any electronic means to make a threat against staff member, volunteer or consumer shall be removed from premises as quick as safety permits and shall remain off premises until the investigation is over.

Zero Tolerance to Product Quality by Design

Product is designed to meet clients requirements Process is designed to consistently meet critical quality attributes of the product. Impact of starting materials and process parameters on product quality is understood. Critical sources of process variations are identified and controlled. Process is continually monitored and updated to allow for consistent quality over time.

SOCIAL COMMITMENTS
IOLCPs commitment is to ensure a fair and equitable working environment and transparent business practices. Social initiatives cover a number of activities. They include initiatives in terms of employment and skills development; covering matters such as job tenure, benefit systems, and worker protections; they also cover educational, charitable, and artistic provision; they include the participation and representation of employees in the governance of the enterprise. To name a few, we have Mediclaim and Group Personal Accident policies and insurance schemes covering the employee and his family, round the clock medical assistance, pension schemes like Superannuation Pension scheme (SAS from LIC of India) and EPF, Financial securities such as EPF and Gratuity and various Welfare initiatives.

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Our motto Stay Together Stay Focused has bonded us like a one big family where we share our joys and problems together. ENVIRONMENT FRIENDLINESS The protection of the environment is an integral part of IOLCP's business operations and community activism. The Company invests in the development of wastewater and effluent treatment systems, expanding the use of replenishing energy sources, limiting energy consumption and conserving scare water resources. Ongoing management audits, environment-designated customer surveys and systematic environmental audits are initiated and conducted by both Company management and employees. IOLCP's goal is that all of its plants, offices and facilities comply with environmental regulations and ordinances in the countries they operate, and the Company initiated a plan to achieve full compliance with ISO 14001. IOLCP strives that all Company sites will prepare an annual Environmental Work Plan for long-term commitment and ongoing improvement, in accordance with the ISO 14001 Environment Management principles. These plans encompass environment audits; new environment procedures & standards; environmental committees & forums; controlling emissions; wastewater and solid waste; environmental risk management, training & enforcement; and business licensing, permit renewal & reporting. In addition, IOLCP conducts periodic monitoring of air emissions and wastewater discharge, with regular reporting the appropriate authorities. IOLCP has adapted "Go Green" principles, with special units for designing environmentally-friendly production processes in place in the IBB and MCA Divisions, as well as for new imminent construction projects. In the energy sphere, guidelines are in place to use passive techniques for heating, cooling and air flow, improve air conditioning and heating systems, and use natural light and insulation.

33

ENVIRONMENT POLICY We, IOL Chemicals and Pharmaceuticals Ltd., are in the business of manufacturing Industrial Chemicals and Active Pharmaceutical Ingredients. In consequence to this, our management is wholly committed for the protection and preservation of the environment with in and outside our premises through following ways:

Incorporate Environmental management in all our business processes and practices. Strive to minimize adverse environmental impact by controlling emission, effluents and waste generation to prevent pollution. Optimum utilization of resources through our practices - Recovery of solvents, improvement in the yields, energy and water. Continuously upgrade the operating standards and EMS and to comply with applicable legalization and regulations. Create awareness about the EMS. Policy shall be reviewed periodically.

Varinder Gupta (Chairman & Managing Director) Rev. No. 01 Eff. Dt. 13.03.2008 CHILD LABOUR POLICY There are more children under the age of 14 in India than the entire population of the United States. The great challenge of India, as a developing country, is to provide nutrition, education and health care to these children. Children under 14 constitute around 3.6% of the total labour force in India. Of these children, nine out of every ten work in their own rural family settings. Nearly 85% are engaged in traditional agricultural activities. Less than 9% work in manufacturing, services and repairs. Only about 0.8% works in factories. 34

While child labour is a complex problem that is rooted in poverty, there is unwavering commitment by the Government and the people of India to combat it. Success can be achieved only through social engineering on a major scale combined with national economic growth. We, at IOLCP ensures that the no person under the age of 18 years is employed with us directly or under contracted manpower and strictly comply with The Child Labour (Prohibition & Regulation) Act, 1986.

PRODUCT RANGE
GLACIAL ACETIC ACID

Molecular Formula : CH3COOH Molecular Wt. : 60.05 Significant Industrial Chemical & Chemical Reagent with wide industrial uses. Worldwide demand of acetic acid reaches 6.5 Million TPA. Acetic Acid capacity is presently 75000 TPA in the current financial year. We are an established manufacturers and supplier of Glacial Acetic Acid and Acetic Acid, also called ethanoic acid, which is an important organic compound well known for lending the sour taste & pungent smell that characterizes vinegar. With a global demand of over 6.5 Million Metric Tonnes, Acetic Acid is a widely used chemical reagent & industrial chemical. Asian Paints, Pidilite, United Phosphorus Ltd. Chawla Packaging, Convertor Adhesives, etc., are some of the predominant buyers.

Applications Pharmaceuticals Eg. In the preparation of Sulphamethoxazole, Chloroquin, Metronidazole etc. 35

Textiles In making Purified telepthalic acid (PTA) Acidulant & Preservative Eg: Vinegar, Jams, Pickles, Ketchups etc. Chemical Synthesis For eg. Monochloroacetic acid (MCA), Vinyl Acetate Acetates Pesticides Diketene derivatives Tanning Solvents Monomer (VAM) Eg. Cellulose acetate, Ethyl Acetate, Zinc acetate, Amyl acetate etc. Eg. Chlorpyriphos, Acephate itsEg. Monomethyl acetoacetamide, ethyl acetoacetamide, MAA Laundry sour, printing calico & dyeing For gums, resins & volatile oils

&

Specifications Test Specification Appearance: Clear Colorless Liquid Specific Gravity: 1.047-1.055 Freezing Point ( C ): NLT 16.0 C Formic Acid: NMT 0.35 % Acetaldehyde: NMT 0.05 % Purity: NLT 99.50 % Storage Condition : Keep in Cool and Dry Place Packaging Size: Bulk in Tankers 35 Kg in Jerry Cans ETHYL ACETATE

Molecular Formula : Molecular Wt. :

CH3COOC2H5 88.0

Major Industrial Solvent with applications in diverse industries. Ethyle Acetate capacity is presently 36000 TPA in the current financial year.

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We are leading manufacturers of ethyl acetate, ethyl ethanoate. Ethyl Acetate is a fragrant, colourless liquid ester that is flammable and volatile. Produced from ethanol and acetic acid, it is used in diverse industrial applications as a solvent.

Applications Inks & Paints Industry As Lacquer sandling sealer, Glasswood lacquer, Lacquer thinner, LP inks, quickset inks, heatset & coldset inks etc. Packaging As a media Solvent Adhesives For production of Glues, etc. Pharmaceutical For mfg. Cotrimoxazole tabs, sulphamethoxazole etc. Photographic Films &For creating luster in photographic films to last long. Plates

Specifications Test Specification Appearance: Clear Colorless Liquid Specific Gravity: 0.891-0.899 Odour: No Residual Odour Acidity as (Acetic Acid): NMT 0.01 % w/w Moisture Content: NMT 0.1 % w/v Distillation Range: 75.0 to 78.5 C I.B.P: NLT 75.0 C D.P: NMT78.5 C Purity ( GLC ): NLT 99.5 % Storage Condition : Keep in Cool and Dry Place Packaging Size: Bulk in Tankers 185 Kg MS Drum (Export) 200 Kg HMHDPE Drums ACETIC ANHYDRIDE Molecular Formula : (CH3CO) 2O Molecular Wt. : 102.0 Acetic Anhydride capacity is presently 18000 TPA in the current financial year. 37

Acetic Anhydride, well known as ethanoic anhydride, is an acid anhydride. Widely used in the pharmaceutical & Agrochemical industries.

Applications Drugs Phramaceuticals Agrochemicals Perfume Industry Dyestuff Intermediaries Textiles &Eg. In the making of Paracetamol, Aspirin, Caffeine, Theophylline, Ephedrine HCl Ibuprofen / Brufen eg. Acetanilide & eg Acetyl Chloride eg Cellulose Acetate

Specifications Chemical Formula: (CH3CO)2=O Common Synonyms: Acetic Anhydride, Acetic Oxide, Ethanoic Anhydride Physical Properties: Abbreviation: A/Anh Appearance: Molecular weight: Typical Analysis: Color: Specific Gravity: Residual Odor: Distillation Range: Initial Boiling Point: Drying Point: Purity: Packaging: Hazard Class: UN/No: Packaging group: Substance Liquid 102 Colorless 1.08 1.5 2.0 139 140 deg C 139 deg C 140 deg C 99.2 % 8 1715 II 38

Not regulated as a hazardous chemical Applications: It is used in manufacture of Vinyl Acetate Monomer (VAM) in the pharmaceutical industry. It is also used in the manufacture of pigments, dyes, cellulose and pesticides etc. Health And Safety Combustible, Poisonous and Corrosive Information: Inhalation: Causes severe burns if swallowed or inhaled Eye Contact: Eye contact may cause serious irritation or severe burns Personal Protection: safety goggles and proper ventilation Storage Condition : Keep in Cool and Dry Place Packaging Size : Bulk in Tankers IBUPROFEN BP

Ibuprofen BP

Ibuprofen IP

Ibuprofen Ph.Eur Ibuprofen USP

Molecular Formula : C13H18O2 Molecular Wt. : 206.3 Non-Steroidal Anti-Inflammatory Drug with significant

medicinal application. Ibuprofen capacity is presently 3600 TPA in the current financial year. Iburofen is a non-steroidal anti-inflammatory drug( NSAID ), used in the treatment of a variety of ailments such as arthritis, dysmenorrhoea, and also as an analgesic, in the case of an inflammatory component. Ibuprofen reduces hormones causing inflammation and pain in the body.

39

Specifications TEST UNIT SPECIFICATIONS White or almost white, Description Solubility crystalline powder colourless crystals. Practically insoluble TEST METHOD TM/IBUor BP/001 inTM/IBU-

water, freely soluble inBP/002 Acetone, in methanol and in methylene chloride. It dissolves solutions Identification 2nd A,B,D Identification
0

in of

dilute alkali TM/IBU2 BP/003

hydroxides and carbonates. C Melting Point 75.0-78.0 By UV Exhibits absorption maxima, at 264 nm and 272 nm. The ratio of the absorbance measured at the maximum at 264 nm to that measured at the shoulder at 258 nm is 1.20 to 1.30. The ratio of the absorbance measured at the maximum at 272 nm to that measured at the shoulder at 258 nm is 1.00 to 1.10. By IR The infra-red spectrum absorbance 1st Identification A,C

obtained from the sample 40

should

be

concordant

with spectrum obtained from the standard. By TLC The principal spot in the chromatogram obtained with the test solution is similar in position, color and size to the principal spot in the obtained Appearance solution Optical rotation Related Substances Impurity A Impurity J Impurity N Total Impurity Impurity -F Heavy Metals Loss on drying Sulphated ash(w/w) % Max. % Max. % Max. % Max. % Max. Max, ppm % Max. % Max. 0.15 0.15 0.15 0.2 0.05 0.1 10 0.5 0.1 98.5 to 101.0 TM/IBUBP/007 TM/IBUBP/008 TM/IBUBP/009 TM/IBUBP/010 TM/IBU41 of 10% w/v chromatogram with solution the inTM/IBU-

reference solution. methanol R should be clearBP/004 and colorless. - 0.050 to 0.050 TM/IBUBP/005 TM/IBUBP/006

Unspecified Impurity % Max.

Assay (with reference% Min to Max.

to

the

dried Solvents ppm ppm ppm ppm ppm 80 Max. 100 Max. 100 Max. 100 Max. 2 Max

BP/011 TM/IBUA/001

substance) Residual (GC)

Trichloroethylene Acetone Isopropyl Alcohol Hexane Benzene

* Benzene is not used in Manufacturing Process **Storage Condition: Keep in Tight Containers ***Standard packing size : The material is packed in a standard pack size of 40Kg and 50Kg. However, packing size can vary depending upon the customers requirements. ISOBUTYL BENZENE Isobutyl Benzene or IBB is the Specialty Solvent. It is used as intermediate for perfumery chemicals, ibuprofen etc. Our annual production capacity for Isobutyl Benzene (IBB) is 6600 TPA. IOLCP is India's one of the largest manufacturers of Isobutyl Benzene. Isobutyl benzene is a high value specialty chemical widely used an intermediate in the preparation of several pharmaceutical compositions such as analgesics. Applying internationally accepted methods of production, we maintain the overall economics of the manufacturing process. This ensures cost-effectiveness and highest selectivity Isobutyl Benzene. Applications Basic raw material for manufacturing Ibuprofen - Anti-inflammatory analgesic bulk drug. Used in Perfume industry as an intermediate. 42

Used as a specialty solvent. Specifications TEST Description Specific Gravity @ 25C Moisture Content (w/v) Distillation Range Assay ( By GLC ) Toluene NBB ( Normal Butyl Benzene ) Other Impurities Storage Condition : SPECIFICATIONS Clear colorless liquid with characteristic odour. 0.851 0.854 NMT 0.05 % 171 173C (95% distilled.) NLT 99.50 % NMT 0.20 % NMT-0.20 % NMT 0.10 % Keep in Cool and Dry Place

Packaging Size : Bulk in Tankers MONO CHLORO ACETIC ACID Molecular Formula : C2H3O2Cl Molecular Wt. : 94.5 Monochloro Acetic Acid finds application in production of several pharmaceuticals, insecticide and other agrochemicals. Its density, ionic character, boiling point and acidity are maintained properly during production to ensure best quality. Our annual production capacity for Monochloro Acetic Acid (MCAA) is 7200 TPA. IOLCP has a dedicated production plant for Monochloro Acetic Acid. Monochloro Acetic Acid is also know as Chloro Acetic Acid Or Ethanoic acid in International market. We manufacture MCAA using best production methods. MCAA has a wide range of application in the fields of agrochemicals, pesticides, insecticides, herbicides, pharmaceuticals, organic chemicals, etc.

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Applications Agrochemicals Herbicides Pharmceuticals BulkOrganic Intermediates EDTA ChemicalToxicology Carcinogenicity

Drugs Pesticides 2,4-D Acids & Ibuprofen / Brufen salts Dimethoate Dichlophenac Sodium CAC-Chloro Caffiene acetyl Chloride TCAC Tri chloro chloride 2,4,5- T MCPA Glycine N-(P-Hydroxy AcetylVitamins

Ethylene Glycolic Acid diamine tetra acetic acid. Cyano Acetic Acid Thio Glycolic Acid CMC (Carboxy methyl Carboxylic Acid Cellulose) Sodium CMC Chloro Acetamides Mercepto Acid Carcosines Coumarin Betaines Barbiturates Acetic

Carboxy methyl starch phenyl)-MMCA-Methyl monochloro acetate SMCA-Sodium monochloro acetate Acetyl Chloride Phenyl Acetic Acid

Glycine (METOL) Adrenaline

Maleanates Specifications TEST Description Solubility Melting Range Moisture Content (% w/w) Assay Chemically (% w/w) Purity (By GLC)

SPECIFICATIONS White color Flakes. Soluble in water, alcohol and chloroform. 60 61.5C NMT 0.50 % NLT 99.0 % MCA NLT 99.0 DCA NMT 0.50 Acetic Anhydride NMT-0.50 %

% %

*DCA - Di Chloro Acetate *MCA Mono Chloro Acetic Acid Storage Condition : Keep in Cool and Dry Place Packaging Size : 50 Kg HMHDPE Bag 44

ACETYL CHLORIDE

Molecular Formula : CH3COCl Molecular Wt. : 78.5 Acetyl Chloride is an important acidic halide. Acetyl Chloride is widely used as pharmaceutical bulk drugs and intermediates. Our annual production capacity for Acetyl Chloride is 5200 TPA. IOLCP is one of the leading manufacturers and suppliers of Acetyl Chloride from India. Acetyl Chloride is widely used to manufacture Acetophenone and its derivatives. As Acetyl Chloride is highly volatile in nature, we use best packaging techniques for industrial packing and distribution. Applications Pharmaceuticals Bulk Pharmaceutical Intermediates Other Industry Drugs 2,4 Dichloro 5 fluoroAcetophenone (used CIPROFLOXACIN Acetophenone(Ciprofloxacin perfumery and Dyes Intermediate) industry) 5- Acetyl Salicylamide (LabetalolVarious Intermediate) IBAP (Ibuprofen Intermediate) Other Acetophenone Derivatives Acetanilide Organic

in

flavour like

NAPROXEN

Chemicals

LABETALOL IBUPROFEN VITAMIN A

manufactured by acetylation by Freidel Krafts Reaction

Specifications TEST Description Solubility Specific Gravity@ 25C SPECIFICATIONS Clear, Colorless liquid. Soluble in alcohol, benzene and chloroform. 1.11 1.12 45

Boling Range Sulphate Assay (% w/w) Assay (By GLC)

51- 53 C NMT 0.0002 % NLT 98.5 % Purity Acetic Acid

NLT NMT

98.5 1.0 and Dry

% % Place

Storage

Condition

Acetic Anhydride NMT 0.5 % : Keep in Cool

Packaging Size : 200 Kg HMHDPE Bag

CORPORATE GOVERNANCE
Corporate Governance is an unambiguous commitment to ethical values, sincere practices & responsible business conduct. This commitment extends to every aspect of the business operations and permeates the corporate structure at every step. From the work culture & employee policies to the way the company deals with its investors; corporate governance is the key to projecting the right image of the company to employees, stakeholders & the public. At IOLCP, good governance is an established process that is consistently refined to ensure truth, transparency, accountability &responsibility in all our dealing-s internal and external. The rewards of running a well-managed enterprise that seeks not just to succeed in terms of business growth, but also empowers social growth, are manifold. Good governance is the key driver of long-term sustainable growth & value-creation. In the pursuit of good governance it is vital that we infuse our people with a vision of dynamic growth & entrepreneurship & creating a system that ensures stability while allowing for flexibility &combines consistency with the room for necessary changes.

Employees, working on the twin parameters of potential & performance form the core of the organization. Our employee development program seeks to ensure that every employee seeks personal growth, while developing skills and knowledge while working with us.

46

We view corporate governance as a trusteeship; a philosophy to be professed; a value to be imbibed and an ideology to be ingrained in corporate culture.

GRIEVANCE HANDLING SYSTEM

47

4. THE GRIEVANCE HANDLING SYSTEM AT IOLCP,

BARNALA

4.1 GRIEVANCE POLICY IN IOLCP, BARNALA

It is the policy of the company that the worker should Be given a fair hearing by their immediate supervisor / executive concerning any grievances they may wish to raise. Have a right to appeal a more senior manager against a decision made by their shift executive

4.2 GRIEVANCE PROCEDURE IN IOLCP, BARNALA

The main stages through which a grievance play be raised are as fol1ow:1. The workers raises, the grievance to their shift executive the executive tries to address the issues raised within the shift and records action taken by him, in the format. 2. If the worker is not satisfied with the decision of the shift executive, he may approach his unit incharge. He then tries to address the issue raised within two days and records action taken by him, in the format. 48

3. If the worker is not still satisfied with the unit-incharge, he may approach his H.G.D. who tries to address the issue raised within two days with the aid of the HR manager and records action taken by him, in the format 4. The worker may appeal to .General Manager for the final settlement, of the grievance.

4.3 THE PRESENT GRIEVANCE SYSTEM

49

All grievances that are recorded can be classified into 4 categories:

Inter-relationship related matters Wages Uniform Working

Working conditions

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For the latter, normally the supervisor of the concerned department is contacted. For shift change requests, HR is contacted. For temporary workers tl1.e main issue for grievances are overtime, wages, etc. for to be the can approach the time office or any of the representatives directly involved in the issue. Some grievances are that are brought in by workers are quite easily resolved as they arise out of certain system errors. e.g some time wages are deducted when a worker takes a holiday on the last day of the month. This is because the system calculate it as a leave without pay rather than a paid one. When the worker reports the error an adjustment is made in the wages for the next month. These are some issues, however, that need further looking into. This could be a complaint of one worker against his supervisor or about the change in the shift timings.

All grievances are presently handled by the Employees ~elation Manager- this thus become the responsibility of one person only. Since he has total ownership, other department does not respond as readily to provide immediate services to help him to resolve the issue. Since he is the one directly in charge of the grievances, there is a tendency to look only to him for resolving all such issues. The workers as well as the as a tendency to look directly approach him with their respective issues.

The unwritten policy at present is that all grievances be given immediate relief. Unfortunately this doesnt ensure that the grievance be totally removed. Many grievances remain pending for long periods, are repeated after and after the point builds up to a collective grievance.

Why Do Grievances Rise At All? Due to certain inter -departmental hitch has and avoidable delays, the basic necessity of workers that need to be catered to are not fulfilled on time. Since, they are genuine in nature, this leads to a barrage of complaints and gives the worker a chance to arise the issue, which try to undermine the management strength.

51

Presently, only the HR department is held accountable for delays in redressed of grievances. Whereas all departments should work in conjunction to ensure that these grievances dont even arise in the first place. Several departments have to provide essential services so that to be workers get what is due to then as a Inerter of right. Thus purchase needs to procure on time, store& needs to raise the demand and dispersed on time and finance needs to render payments on time. There is no involvement of the line function in the system. This is essential since the workers after all belongs to that department and they should be concerned about the well being of their men. At present some of these departments are not even aware of certain sensitive issues and only get to know about it when the issue intensify into a Industrial Relation matter.

WHY SHOULD THE LINE FUNCTION BE INVOLVED? If there is line connecting an important purpose would be served that of creating a personal rapport with the workers. This would lead to closer ties being frilled between the mother department and its worker which would only help during the negotiating period. And again there would be a speedier redressed if the department got involved and there was departil1ental pressure to sort out the issue

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4.4 THE PROPOSED GRIEVANCE HANDLING SYSTEM IN IOLCP, BARNALA

There needs to be a part decentralization of the grievance handling machinery from the HR department to the line departments, so that this a shared responsibility of both the departments. The line function so, because they have a. first line responsibility and HR so, because they are the services department.

Grievances need to be classified into individual and collective grievances. Collective grievances are to be further classified into department related and factory related matters. All individual grievances are to be addressed first to the line department and then routed by them to the HR department. All collective grievances and those routed through the union should be handled by either the department head or the HR department. All department heads nominate one executive or manager to take charge of individual grievance handling. In this he should be given full support from the HR team. Enough empowerment should be given to these nominees for redressing to grievances and the top management should support a genuine efforts on their part.

Handling grievances should form a part of his key result areas for these to be accountability on this count. The nominated- executive or a manager will lease with HR or any other function as he sees fit for the redressed for his workers grievances. Once every week, all nominated persons should meet the HR team and sort out all issues recorded that week and sort out all outstanding grievances that couldn't be resolved at the first instance. If required the workers lodging the complete can also be called to this forum for this inputs.

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After every meeting the minute shall be circulated to the department heads and to the HR manager, so that they are kept informed of the grievances in the department/factory.

A computerized system whereby there is an automatic and speedy redressed of grievances needs to be incorporated so that the lead time on grievance if decreased.

Everyday the department head will receive an MIS of the grievances for more than 4 day an immediate act upon it. Every fortnight, the GM receives a monthly report of outstanding grievances so that he is kept informed of matters with in the factory. The ultimate responsibility for the resolving of the grievances should lie with the department head concerned, jointly with the HR manager. This should also form a part of their key result areas No grievance should be outstanding beyond 10 days (individual) 15 days (collection). Once a month, the GM should meet with all the HODs to discuss either some outstanding collective grievances or discuss pro-active measures to prevent certain anticipated grievances.

4.5 THE COMPUTERISED GRIEVANCE HANDLING PACKAGE

This package should contain the following information and be installed with the nominated executive and the employee relation manager:

The date the grievance is lodged. By whom the grievance .is lodged. Nature of grievance. Date by which it has to be sorted

54

This option should automatically be updated by the system to be 4 days. After 2 days it should generate a reminder that the grievance has not yet been sorted. On the 4th day it should automatically update the SORTED or NOT field as saying NOT SORTED. An MIS should be generated every day for all grievances for the departments head information and essential action. A fortnightly MIS should be generated sent to the GM's office for his perusal: Responsibility Corresponding responsibility of which service or line function i.e. support Whether sorted or not Action taken What follow up action is required

4.6 INDIV1DUAL GRIEVANCE PROCEDURE IN IOLCP, BARNALA 1. At the first instance the worker should report the grievance to the shift supervisor who could inform the production executive nominated for this purpose with or without the aggrieved worker. He should get immediate redressed within 4 days. 2. Incase after 4 days solution is still not provided the worker should take the matter up with the concerned department head. The department head should sort out the grievance within 2 days. Since as per the system, he is already aware of the problem logged by the workman. If essential he could take .the help of HR manager or the HR executive to sort out the issue. 3. If the grieval1ce is still not sorted then the worker should approach the HR manager or executive directly and should get immediate relief and the grievance should be sorted within 2 days. 4. If still not sorted, then he can take recourse to Union Aid and fill a written application to the HR manager for the redressed or his grievance. 5. The HR manager should arrange a meeting with the worker and the union representative within 3 days to sort out the grievance in the best possible manner to the satisfaction of the party. 55

6. In case the worker still doesn't get a suitable response to his grievance, he along with union representative can directly approach the GM for the redressed of his grievance.

4.7 COLLECTIVE GRIEVANCE PROCEDURE

1. As and when the scope of the grievance is larger than that of an individual workman that issue shall be addressed as a collective grievance. 2. The workmen should formulate the committee of not more than 6 people and directly approach the concerned head (if the metter concern a particular department) for the redressal of their grievance. 3. The department head should liase with the HR&A. manager for a resolution of the grievance within a week.

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4. If the issue is not suitable addressed, this committee should approach HR manager the should manager should arrange a meeting with the union representatives within a week in order to sort out the grievance in best possible manner to the satisfaction of the party. 5. If the grievance extends to the whole of the factory then this workers committee can directly approach the HR representatives with the grievance. 6. The HR representative .should be, given a period of one week for the redressal of the grievance in best possible manner. In this he should be given full support from the concerned line / staff function/nominated executives. 7. Same as point 3. 8. If the issue is still not sorted out, the workers can approach the (1M to seek redressal. The GM would then arrange a meeting with the committee at a time suitable for both the parties at earliest. 9. The workers can seek third party intervention only after all the avenues for the redressal have been exhausted.

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THE LINE FORUM: The line forum would have to meet twice a week to discuss outstanding grievances that for same reason or other couldn't be solved during the allocated 4 days. This forum would comprises of all the nominated executives as well as the HR representatives who are associated with the matter at hand. This forum should ideally be on Wednesday or Saturday so that all issues could be discussed and settled well in time so that no grievance remain pending after; the allocates 4 days. The minutes of the meeting are to be recorded and distributed for the perusal of all dept: heads. This forum is actually a check on the grievance handling process since all attempts to solve the grievance should be made as soon as the grievance is logged and this forum should only be the last resort for the nominated executives in resolving grievances. All the nominated executives and the HR representatives should undergo a joint Grievance Handling - Team Building workshop so that they can function well in collaboration as well as identify which gremmies are genuine and which are not.

THE GM's FORUM:The GM's forum comprises of all the department heads and the session is presided over by GM. In case there are any outstanding collective grievances then the GM can call the workers committee to this forum for a discussion on grievances.

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4.8 MOTIVATION AND REWARDS To motivate and to give facilities to their employees, the company gives several financial and Non-financial awards to their employees. If such awards are given to the employees, then they can motivate their skills and also resolve their grievances in much extent. Several awards are as follow:

Financial Awards:

House Rent Allowance Leave Travel Allowance Bonus Performance Bonus Salary payments Employees Provident Fund Employees Pension Scheme Gratuity Insurance Merit Scholarship Scheme for Employee's kids

Non-financial: Chairman's Award for Excellence:This new initiative aims at recognizing particular achievements of team work within consumer healthcare. Awards will be made annually to the teams, judged by executive committee, to have made an outstanding contribution to consumer healthcare based on Simply Better values. Any group of employees (2-10) who have worked together to achieve something exceptional and eligible for this award;

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Long Service Award:On completing 10, 20, & 25years of service in the organization, the company presents an employee with a award. Presently the awards range from a cross pen to a goldcoated quartz watch, depending upon the number of years of service.

Simply The Best Awards :These awards were instituted to recognize and celebrate outstanding contributions to the business by utilizing process improvement teams from around the world. This program was designed focus not only on what accomplishments were made relative to the business, but just an importantly, on how the simply better tools and methods were used to attain these improvements: Any IOLCP, Barnala employee regardless of job, grade or location, can nominate a team for one of the awards. A part from this discussions should be focused on preventing anticipated grievances and strategizing on means to tackle any collective grievance which can be a matter of concern.

MINUTES OF THE MEETING: It was suggested that the time limit for resolving the issue / grievance should be reduced to sort out issue/grievances speedily. As a measure to it, the time lag at the initial stage was reduced from 4 days to 2 days. It was also felt that the proposed, level 3 of department head and 4 of HR&A manager should be merged and they should collectively s9rt out of the issue / grievance. Unit Incharge/HOD-HR

It was informed that in case HR support was required in the shifts, the HR officer would provide all information to sort out the issue/grievances so that the same could be sorted out within the shift itself. Concerned Shift Officer /Time Officer 60

The unit incharge would be nominated executive for, the production whereas all other depts. would nominate one executive preferably in the general shift, who would liase with concerned dept to sort out the .issue/ grievance within 2 days time. Prod. / Engg/Stores/ HR/ MPD

Incase the grievance is not sorted out within the specific time period, the unit in charge would forward the grievance to this department head who independently or consulted will HR&A manager would sort out the grievance with in 2 days. If still required, the grievance would be forwarded to G M. Unit Incharge/HOD/HR&A manager

All unresolved grievances would be every month in the GMs office. GM/ Concerned HOD

It was decided that HR&A would make a format in which all unresolved issue grievances, are recorded. HR&.A

It was decided to arrange a training programmed for concerned staff member for effective grievance handling. HR&A It was reaffirmed that the ownership for sorting out all grievances of the workers is

of concerned department and workers should first contact the dept. for sortilege out all the issues and grievances. It was agreed that this system shouldn't be implemented abruptly. HR & department will slowly education the workers on the new issue grievances resolution system and advise them to approach the shift inchrage concerned of his department for the resolution of the same all concerned.

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NEED & SCOPE OF THE STUDY

5. NEED AND SCOPE OF THE STUDY

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As a part of acaden1ic curriculum of M.B.A. degree course, I analyzed "The Grievance Handling System" in IOLCP, Barnala. The principle aim of all economic enterprises is the satisfaction of human wants & whenever it is ignored industrial relation tend to be strained enduring up in indusial unrest and strike. The success of an organized industry largely depends upon the management can reduce the grievances of the workers is of great importance to the success of an industry. Grievances causes major losses generally so to know their causes and to suggest some measures the study was conducted and some causes were revealed on the basis of some available data and personal interviews. The study is conducted in GSK which is a pharmaceutical unit. In this 24 hrs production system, Grievances are very harmful because it can cause losses and quality maintenance and in achieving the target. Without an analysis of their nature and pattern, the causes of employee dissatisfaction cannot be ren10vcd. For this the administrator of an organization should go into details of the grievances and find out the best possible methods to settle them. For this there is need to study the policies, programmers and procedures, which would best enable them to handle employee grievances. Managing Job Satisfaction - Employees with higher job satisfaction typically believe that their organization will be satisfying in the long run eliminating grievances. Employer of Choice - Fairness - Prudent organizations will carefully manage grievances. They will understand that there are different factors related to fairness. This will not only create a more satisfied workforce, but will make genuine contributions to the bottom-line while positioning organization as an Employer of Choice without any grievances. Employer of Choice - Opportunity - The level of opportunity within an organization directly affects satisfaction (a response to current job conditions) and expectations not grievance about job conditions in the future. What else can be done to increase employee satisfaction? An employee satisfaction survey can help your company make this important assessment.

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OBJECTIVES OF THE STUDY

6. OBJECTIVES OF STUDY

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The objectives of study are as follows: Primary objective Primary objective of study is to determine the grievance handling among IOLCP, Barnala employees

Secondary objective Besides the primary objective other objectives of study are as follows: To find out the grievances rate among the employees. To find out the reasons and causes for the grievances To find out the effects of grievances To find out the remedies to cure grievance

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RESEARCH METHODOLOGY

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7. RESEARCH METHODOLOGY
Research Plan The research study is exploratory in nature. The established objectives were kept in mind during the study, however no hypothesis was formed as the study was more in the form of descriptive design attempting to analyze the attitude of respondents towards the project. Literature Survey: In order to be familiar with the topic and to know the views of various experts of marketing, a literature survey done. The intention behind this will to get full knowledge about the topic. Data Collection: The Core finding of the study will be based upon the information collected through primary data i.e. information will be collected from respondent with the help of structured questionnaire. Measurement Technique: A structured questionnaire will be administrated for the purpose of obtaining information from the respondents. Much care been taken to put the related to the subject, the questionnaire will contain closed ended logical questions. MODE OF DATA COLLECTION The study is based on both Primary and Secondary data which includes a) Primary Data The Primary Data will be gathered through the direct personal interviews with technical and as well as marketing persons of the concerns. b) Secondary Data Secondary Data will be gathered from books and journals on Grievance Handling in Human Resource.

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c) Sample Size Due to time and resources shortage only 100 Samples had taken. 100 Employees

Measurement Technique: A structured questionnaire is administrated for the purpose of obtaining information from the respondents. Much care was taken to put the related to the subject the questionnaire contains closed ended logical questions. Sample Plan Universe: The universe of the study will be Patiala City of Punjab. Reasons for choosing this particular city as universe for the study are: 1. 2. Checking Grievances Among IOLCP, Barnala Employees. Ways to Improve Grievances. Sample Size: The sample consists of Milk Plant namely IOLCP, Barnala of Patiala. And on whole 100 Employees will be taken for the survey. Sampling procedure: In the study the sample will be chosen on the basis of Random Sampling as well as convenience sample. Contact Method: The respondents sampling personally and a structured questionnaire was got filled from them. a report questionnaire will be prepared to interview the employees.

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DATA ANALYSIS & INTERPRETATION:The statistical tools used by me are mainly average, Percentage, & comparisons etc. I would like to give brief points about :1. Questionnaire :- The questionnaires are given to respondent with no pressurization at all, i.e. he/she is free to provide the information whatever the concern is. One thing to be kept in mind that personal questions apart from name, address etc. should not be included. 2. Direct Interviews :- The direct interviews are one up against all the data collection tools just because one can judge that what a person is telling to the surveyor. Although it is time consuming but the information gathered is of much more weightage than others. 3. Sampling design, Procedure & Sample Size:- A sample is always a part of the desired universe and it should represent each and every aspect of the study being conducted. The only thing is that the sample being chosen is of relevance and accurate source of information. My sampling design is based on random sampling because each element gets probability to be included & all choices made are independent of each other.

EXTERNAL GUIDE
Name : Mr. Sanjay Company : IOLCP, Barnala Ltd. Designation : HR Head

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DATA INTERPRETATION & ANALYSIS

8. DATA INTERPRETATION AND ANALYSIS

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Q1)

According to you what are the causes of grievance among the workers?

Table 1: Working Conditions Management Policy Company Rules and Regulations Alleged Violation of Laws Alleged Violation of Collective Bargaining Graph 1: 26 22 36 12 4

Interpretation- Out of 100 IOLCP, Barnala employees 26% says that working conditions is the cause of grievance among the workers, 22% says that management is the cause of grievance among the workers, 36% says that company Rules and regulations are the cause of grievance among the workers, 12% says that alleged violation of law is the cause of grievance among the workers, and the rest 4% says that alleged violation of collective bargaining is the cause of grievance among the workers.

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Q2)

What steps are taken by the management to know the grievances of the

employees? Table 2: Exit Interviews Opinion Surveys Open Door Policy Gripe boxes Graph 2: 18 38 34 10

Interpretation- Out of 100 IOLCP, Barnala employees 18% says that exit interviews are taken by the management to know the grievances of the employees, 38% says that opinion survey are taken by the management to know the grievances of the employees, 34% says that open door policy are taken by the management to know the grievances of the employees and rest 10% says that gripe boxes are taken by the management to know the grievances of the employees.

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Q3) What type of grievances are you facing at large in your organization? Table 3: Oral Written Graph 3: 37 63

Interpretation- Out of 100 IOLCP, Barnala employees 37% says that oral grievance at large in the organization and rest 63% says that written grievance at large in the organization.

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Q4) What do you think a company should face the grievance or not? Table 4: Yes No Can't Say Graph 4: 33 41 26

Interpretation- Out of 100 IOLCP, Barnala employees 33% says that Yes a company should face the grievance, 41% says that No a company should not face any grievance and rest 26% says that they cant say anything whether yes or no.

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Q5)

How much time your organization takes to solve a grievance case?

Table 5:

2 Days 2-4 Days 4-8 Days More than 15 Days Graph 5:

29 23 37 11

Interpretation- Out of 100 IOLCP, Barnala employees 29% says that 2 days time can take an organization to solve a grievance case, 23% says that 2-4 days time can take an organization to solve a grievance case, 37% says that 4-8 days time can take an organization to solve a grievance case and rest 11% says that time can take an organization to solve a grievance case.

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Q6)

What do you think that the workers should discuss their grievances directly to

the management or through a media? Table 6: Directly Union Leader Supervisor Graph 6: 19 37 44

Interpretation- Out of 100 IOLCP, Barnala employees 19% says that directly the workers should discuss their grievances directly to the management or through a media, 37 % says that the workers should discuss their grievances with union leader to the management or through a media, and the rest 44% says that the workers should discuss their grievances with the supervisor to the management or through a media

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Q7)

What is the attitude of the management towards the workers in grievance

handling ? Table 7: Positive Negative Neutral Biased Graph 7: 41 17 23 19

Interpretation- Out of 100 IOLCP, Barnala employees 46% says that the management should show positive attitude towards the workers in grievance handling, 14% says that the management should show negative attitude towards the workers in grievance handling, 22% says that the management should show neutral attitude towards the workers in grievance handling, and the rest 18% says that the management should show biased attitude towards the workers in grievance handling.

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Q8)

Does your Organization have a well defined procedure for grievance handling?

Table 8: Yes No Graph 8: 63 37

Interpretation- Out of 100 IOLCP, Barnala employees 63% say that yes the Organization have a well defined procedure for grievance handling and the rest 37% says that no the organization does not have a well defined procedure for grievance handling.

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9)

Does your organization reviews the grievance procedure from time to time?

Table 9: Sometimes Always Never Graph 9: 21 69 10

Interpretation- Out of 100 IOLCP, Barnala employees 21 % says that sometimes organization reviews the grievance procedure from time to time, 69% say that always organization reviews the grievance procedure from time to time and rest 10% says that never ever organization reviews the grievance procedure from time to time.

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Q10) Are you given a chance to communicate your grievances to the management? Table 10:

Always Sometimes Never Graph 10:

9 23 68

Interpretation- Out of 100 IOLCP, Barnala employees 9% says that there is always a chance to communicate your grievances to the management, 23% says that there is sometimes a chance to communicate your grievances to the management and the rest 68% says that they never had chance to communicate grievances to the management.

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SUGGESTIONS & RECOMMENDATIONS

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9. SUGGESTIONS AND RECOMMENDATIONS

By spending a lot of time in the research project of Grievance Handling System in the IOLCP, Barnala, following are my suggestions to the Company. HR should identify those departments which support it for the procurement and disbursement of certain articles say Purchase, Stores, Finance, etc. They should work out a yearly itinerary so that all articles are procured well in advance. There should be an adequate time for quality checks and in case the consignment is rejected there should time enough foe changes to be made so that only the right articles are issued to the workers. All suppliers need to be re-evaluated since the quality of several articles of IR importance have been found wanting. IOLCP, Barnala Management has to take care about the working conditions of the employee and has to check the rules and regulation criteria time to time in the company itself. Opinion surveys are the best technique to know and rectify any grievance handling in the IOLCP, Barnala company. The trend of written grievance has to be maintained as it is the most beneficial for the employees to know any grievance handling in IOLCP, Barnala. The time limit to solve the grievance handling should have to be reduced so that working of the IOLCP, Barnala organization continue without any hesitation. Supervisor of the IOLCP, Barnala management has to check any grievance handling issue time to time and with proper techniques. IOLCP, Barnala Management should show positive attitude towards the workers in grievance handling IOLCP, Barnala Organization should have a well defined procedure for grievance handling. IOLCP, Barnala Organization should have to reviews the grievance procedure from time to time. 82

CONCLUSION

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10. CONCLUSION
Working conditions, management and Company Rules and regulations are the cause of grievance among the IOLCP, Barnala workers. Opinion survey and open door policy are taken by the management to know the grievances of the IOLCP, Barnala employees. Oral grievance and written grievance at large in the organization. IOLCP, Barnala company should face the grievance from time to time so as to achieve No more than a week time taken for an organization to solve a grievance case. IOLCP, Barnala workers discuss their grievances with the supervisor to the management or through a media IOLCP, Barnala management show positive attitude towards the workers in grievance handling. Organization have a well defined procedure for grievance handling. Organization reviews the grievance procedure from time to time. There is always a chance to communicate grievances to the IOLCP, Barnala management.

From the above discussion and study of Grievances Handling System in IOLCP, Barnala, we can say that the most popular causes of the grieva.t1ces in, the company are canteen and uniform. To resolve these problems the company has adopted two methods. These methods are individual and collective grievance procedures. According to these procedures the grievance can be resolved by step by step via Supervisors and HODs. But the grievant can also approach the GM directly if there is a big issue.

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The most of the workers are satisfied with the present grievances redressal procedure of the company. They all know the procedures very well and they are' satisfied because this company has resolved their, problem and grievances very well in short time. This company offers financial and non-financial rewards to their employees, if the company gets advantage due to their grievances and to motivate their employees e.g. SB awards, long service awards, suggestion scheme, etc. All the workers and the employees in IOLCP, Barnala are satisfied with the company's policies and procedures. That is why they are punctual of time and hardworking. The result of their hard work is that the company wins ISO certificate in efficient quality due to mutual relations of the employees. Due to these reasons, today IOLCP, Barnala is not only India's best Milk Cooperation, but it is one of the top most brand in the market.

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SWOT ANALYSIS

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SWOT ANALYSIS
SWOT Analysis
(Strength, Weakness, Opportunity, Threat)

Strengths :- The key strengthening elements of IOLCP, Barnala are: (a) Healthy amount of respect & reputation all over the nation. (b) Extensive network distribution coverage. (c) The infrastructure is world class. (d) Better Environment, Good Marketing Strategy and Latest Developments Weaknesses :- The weaknesses coming out to be: (a) Losing Market share, i.e. unable to retain customers. (b) Weak & unprofessional Advertisement Network. (c) Inappropriate pricing strategy. (d) Lack of feedback & continuous interaction with retailers. Opportunities :- The future gains can be from: (a) Putting classified vouchers of different denominations. (b) Consumer is educated one & demands quality not the quantity. (c) The customer is ready to pay more to receive the quality service. (d) The advertisement can be a collective one for all its products. Threats :- The major threats are :

(a) Stiff competition from other textile industries. (b) IOLCP, Barnala should see to competitors market strategies.

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LIMITATIONS

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LIMITATIONS
The main limitation encountered during the project course was the responding error by Management Executives, but the approximate figures of data & facts are sufficient for the purpose of this project regarding grievance handling. Nothing is perfect in this mandate world and this study is no exception. Given below are the limitations of the study related to grievance handling in IOLCP, Barnala so that the findings of the study may be understood in their right perspective. The day of transition was a sad day for many people in India, especially Brand Watchers who have lived with the brand Hutch for so many years. People experienced great service, terrific advertising, and personally felt a huge sense of pride, thanks to the brand - both as consumer of its services, and an Indian communication professional. They were not sure if IOLCP, Barnala would cater to all this. The immense cost of this exercise - both in terms of money and customer relationships. The effect and the effort to manage the two is mind-boggling. Visitors will still probably look for Hutch and end up in official dead-ends (instead of redirects). Visitors looking for IOLCP, Barnala now, will probably not find much to help them out (unless IOLCP, Barnala has done a damn good job).

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BIBLIOGRAPHY

BIBLIOGRAPHY
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BOOKS AND JOURNALS Gordon, M.E. & Miller, S. (1984). Grievances: A review of research and practice. Personnel Psychology, 37:117-146. Labig, C. Jr. & Greer, C. (1988). Grievance initiation: A literature survey and suggestions for future research. Journal of Labor Research, 9: 1-27. Lewin, D. & Peterson, R. (1988). The modern grievance procedure in the United States. New York: Quorum Books. Knight, T. (1987b). The role of the duty of fair representation in union grievance decisions. Relations Industrielles/Industrial Relations, 42: 716-733. Heneman, H.C., Jr. (1969). Toward a general conceptual system of industrial relations: How do we get there? Pp. 3-24 in G. Sommers (Ed.), Essays in industrial relations theory. Ames, IA: Iowa State University Press. Lewin, D. & Boroff, K.E. (1994). The role of loyalty in exit and voice: A conceptual and empirical analysis. Paper presented at the Fourth Bargaining Group Conference, University of Toronto. Bemmels, B. (1995b). Shop stewards' satisfaction with grievance procedures. Industrial Relations, 34: 578-92. WEBSITES www.google.com www.yahoosearch.com http://www.indianmba.com/Faculty_Column/FC338/fc338.html http://en.wikipedia.org/wiki/Grievance http://www.management-hub.com/hr-grievance.html http://federalmogulgoetzeindia.net/web/index.html

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ANNEXURE

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ANNEXURE: QUESTIONNAIRE
Q1) According to you what are the causes of grievance among the workers? Working conditions Company rules and regulations Alleged violation of collective bargaining Q2) What steps are taken by the management to know the grievances of the employees? Exit Interviews Open door policy Any other Q3) What type of grievances are you facing at large in your organization? Oral Q4) Written opinion surveys Gripe Boxes Management Policy Alleged violation of laws

What do you think a company should face the grievance or not? Yes No Can't say

Q5)

How much time your organization takes to solve a grievance case? 2 days 4-8 days 2-4 days More than 15 days

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Q6)

What do you think that the workers should discuss their grievances directly to the

management or through a media? Directly Q7) Union Leader Supervisor

What is the attitude of the management towards the workers in grievance handling? Positive Negative Neutral Biased

Q8)

Does your Organization have a well defined procedure for grievance handling? Yes No

Q9)

Does your organization review the grievance procedure from time to time? Sometimes Always Never

Q10) Are you given a chance to communicate your grievances to the management? Always Sometimes Never

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APPENDIX
GRIEVANCE LOG FORM

Name of Employee Dept: Issue/Grievance

Shift:

EC No.: Date:

Signature of Shift Executive: Action Taken/date

Date

Forwarded to Incharge Action Taken/date

Date

Forwarded to HOD/HR manager Action Taken/date

Date

Forwarded to GM Comments/date

Date

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