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SUMMER PROJECT REPORT Submitted by SHWETA SINGH Under the guidance of Mrs.R.HEMALATHA, PGDM
Faculty, Department Of Management Studies
in partial fulfilment for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINNERING COLLEGE PONDICHERRY UNIVERSITY PUDUCHERRY, INDIA
BONAFIDE CERTIFICATE This is to certify that the project work entitled “A STUDY ON EFFECTIVENES OF GRIEVANCE HANDLING MECHANISM” is a bonafide work done by R.GAYATHRI [REGISTER NO: 27348310] in partial fulfilment of the requirement for the award of Master of Business Administration by Pondicherry University during the academic year 2008-2009.
HEAD OF THE DEPARTMENT
Submitted for Viva-voce Examination held on
External Examiner 1. 2.
ACKNOWLEDGEMENT It gives us great ecstasy of pleasure to convey our deep and sincere thanks to our Principal Dr. V.S.K. Venkatachalapathy, for his kind support, which helped us to complete the project successfully. We have great pleasure in expressing our sincere gratitude and hearty thanks to our beloved Faculty, Mrs.R.Hemalatha, Department of Management Studies for consenting to be our guide. She had been a great source of encouragement and inspired us throughout our project. We are greatly thankful to her for everything she has done for us. We would like to express our deepest gratitude to Mr.Jayakumar, Head of the Department, Department of Management studies for giving constant encouragement We express our hearty thanks to Mr.D.Umamaheswaran, Senior Personnel Officer, Lucas –TVS Ltd., who provided valuable guidance throughout the project in his busy schedule. We thank our Management, Department Staffs, and Our Parents for their support and above all to God for showering his blessing upon us. A special word of thanks to all those we have failed to acknowledge.
This study focuses on Effectiveness of Grievance Handling Mechanism at Lucas-TVS Limited,Puducherry. Grievance is any kind of dissatisfaction with regard to pay,promotion,suspension,working condition etc.. The objective of the study is to find the effectiveness of grievance handling mechanism being followed. The sample size is 35 and the population size is 140. The tools used for the study are Percentage method and Correlation. The study infers that most of employees are highly satisfied with the mechanism being followed.
TABLE OF CONTENTS
LIST OF TABLES LIST OF CHARTS i ii
TITLE INTRODUCTION 1.1 Profile of the organization 1.2 Introduction to the study REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION 6.1 FINDINGS OF THE STUDY 6.2SUGGESTIONS, RECOMMENDATIONS CONCLUSION SCOPE AND LIMITATIONS OF THE STUDY
PAGE NO. 1 5 6 12 13 17 35 37 38
II III IV V VI VII VIII
LIST OF TABLES
Table No. 1.1 Table name List of products manufactured Page No: 2
1 5.6 5.7 5.13 5. Values for correlation Correlation between Discussion and Conference And Supervisor’s Skill level Values for correlation 3 17 18 19 20 21 22 23 24 25 26 28 29 31 32 33 33 34 34 LIST OF CHARTS .15 5.8 5.4 5.5 5.12 5.17 5.16 5.11 5.10 5.2 5.9 5.1.14 5.2 5.3 5.18 Clients Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors’ level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors’ authority Correlation between Feel about decision and Real basis identified.
6 5.12 5.10 5.9 5.Chart No: 5.14 Chart Name Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors’ level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors’ authority Page No: 17 18 19 20 21 22 23 24 25 27 28 30 31 32 CHAPTER I 1.7 5.1 PROFILE OF THE COMPANY .13 5.2 5.11 5.3 5.4 5.8 5.1 5.5 5.
commercial vehicles. Lucas-TVS. The products are designed to meet the demands of vehicle manufacturers both in India and worldwide. A range which continues to set standards in the industry. India. which has had a successful track record of sustained growth over the last three decades. Lucas Varity was formed by the merger of the Lucas Industries of the UK and the Varity Corporation of the US in September 1996. jeeps. two-wheelers and off-highway vehicles as well as for stationary and marine applications.3 billion. With the emission standards in India becoming increasingly stringent.Lucas . manufactures and supplies advanced technology systems. With the automobile industry in India currently undergoing phenomenal changes. The combination of these two well-known groups has resulted in the establishment of a vibrant company. after market. tractors. Lucas TVS reaches out to all segments of the automotive industry such as passenger cars. The turnover of Lucas-TVS and its divisions is US$ 233 million during 2003-2004. Lucas TVS has emerged as one of the foremost leaders in the automotive industry today. to manufacture Automotive Electrical Systems. UK and T V Sundaram Iyengar & Sons (TVS). is fully equipped to meet the challenges of tomorrow. with its excellent facilities..TVS is one of India's twenty large industrial houses with twenty-five manufacturing companies and a turnover in excess of US$ 1. diesel engine and aerospace industries. The company designs. One of the top ten automotive component suppliers in the world. Lucas-TVS has ensured that each of its products is manufactured to meet global standards LIST OF PRODUCTS MANUFACTURED . products and services to the world's automotive. Incorporating the strengths of Lucas UK and the TVS Group.TVS was set up in 1961 as a joint venture of Lucas Industries plc. PRODUCTS Lucas-TVS manufactures the most comprehensive range of auto electrical components in the country.
Japan CUSTOMER Maruti Udyog Hindustan Motors .Lucas-TVS Product Range for Indian Market Starter Motor Alternator Headlamp Lucas-TVS Product Range for US/European Market Starter Motor Alternator Small Motor 14W Wiper Motor WindShield Wiper Motor (GM Range) LRW Products Dynamo Regulator Small Motor Wiper Motor Blower Motor Fan Motor Dynamo Regulator Dynamo Ignition Coil Distributor Diesel fuel injection Dynamo Auto Electricals CLIENTS INTERNATIONAL COLLABORATOR Cars Suzuki. Mitsubishi. Japan Isuzu. Japan.
UK Tractors and Farm Equipments (TAFE) Escorts HMT Eicher Tractors Punjab Tractors Gujarat Tractors L&T Tractors Greaves Tractors Massey Ferguson.DTVS 3. Electronic Ignition Systems (INEL) 4. Automotive Lighting (IJL) . Ford. UK Ursus. The company's policies have recognised the need to respond effectively to changing customer needs. At present. Czechoslovakia Good Earth. Auto Electricals L-TVS 2. India Ford India Daewoo Motors Co. Fuel Injection Equipment (FIE) . Korea Tractors International Harvestor Corporation.. Korea Fiat. USA Same. Czechoslovakia Johndeer. Poland. UK Daewoo. The company has raised its standards on quality. there are five divisions: 1. helping to propel it to a position of leadership. India Ind Auto Hyundai Motors. Italy DIVISIONS Lucas TVS has grown hand in hand with the automobile industry in the country.TATA Engineering and Locomotive Company General Motors. Germany Zetor. USA Ford. India Mahindra & Mahindra General Motors. reliability and flexibility by channeling its interests. UK Zetor. Italy Hyundai Motors. productivity.
has bagged the prestigious Deming Application Award for the year 2004. After Market Operations (LIS) ACHIEVEMENTS Lucas-TVS. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer. a TVS group company. 2. The aim of the study is to find whether the grievance handling mechanism ensures that employee’s problems are recognized and appropriately reviewed in a prompt and timely manner.5.2 INTRODUCTION FOR THE STUDY 1. 1. . This was announced by the Deming Prize Committee of Japanese Union of Scientists and Engineers (JUSE).
legitimate or ridiculous. restraint or reprisal against any employee who may submit or be involved in a grievance.3. As such it can be stated or unvoiced. If the dissatisfaction of employees’ goes unattended or the conditions causing it are not corrected. written or oral. The grievance mechanism ensures a fair and just treatment of employee’s concerns and prompt resolution of grievances without discrimination. the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization. . coercion. CHAPTER II REVIEW OF LITERATURE GRIEVANCE Grievance is any discontent or dissatisfaction that affects organizational performance.
Variations may result from such factors as organizational or decision-making structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps. Conference between top management and top union leadership. it notifies the management.The formal mechanism for dealing with such worker’s dissatisfaction is called grievance procedure. Conference between middle management and middle union leadership. 3. the supervisor. At this point. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. When the union so decides. there are several important guidelines to consider: . the union and company must select an arbitrator. All companies whether unionized or not should have established and known grievance methods of processing grievances. and the union steward. The labour union generally takes initiative to go for arbitration. listens to both the parties and gathers information. Arbitration. The usual steps in grievance procedure are 1. 4. or be involved in every aspect of working of the small organization. Guidelines When processing grievances. Arbitration Arbitration is a procedure in which a neutral third party studies the bargaining situation. 2. and then makes recommendations that are binding on the parties. There may be variations in the procedures followed for resolving employee grievances. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual. Arbitration has achieved a certain degree of success in resolving disputes between the labour and the management. Conference among the aggrieved employee.
Review all policies or other information related to the grievance. Kliener . Grievance materials should be maintained in a separate file from either personnel files or records. Review the requested solution to the grievance. Check the grievant’s title and employment status to determine if he / she are included in a union eligible classification. but a theoretical basis or rationale for this assumed relationship is not discussed. had poorer attitudes toward their line supervisors. be related to the occurrence of grievable events. Prepare a written response including the reason for the decision and provide a copy to the grievant. Articles related to grievance Measures of supervisory behaviors and supervisor’s knowledge of the collective agreement should. but there has been no theory advanced to explain grievable events. intuitively. Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of employees will increase the number of grievable events. had greater feelings of pay inequity. Grievants were less satisfied with their jobs. Note the supervisor’s respondent obligation under the grievance procedure. had stronger beliefs that workers should . Determine if the relief sought is beyond a supervisor’s authority to grant. Conduct a thorough investigation of the allegations.
the initiation of a grievance can come from employees or stewards. Reshef and Stratton-Devine included the shop stewards assessment of how frequently employees approach them with complaints. and more active in their unions. They also found higher grievance rates under procedures that include provisions for expedited grievance handling. Although not a complete test of expectancy theory. Further research focusing on expectancy theory and grievance filing that more fully develops testable hypotheses derived from expectancy theory seems appropriate. Although most grievances are formally filed by employees. Allen and Keavney and Klass note the important role that expectancy theory could play in differentiating grievants and nongrievants.participate in decision-making. Surprisingly. It was found that provisions allowing oral presentation of grievances was related to lower rates of written grievances. The number of steps in the grievance procedure and the length of time allowed for filing a grievance were not related to grievance rates. Complaining to the shop stewards is the employees’ role in the grievance initiation process. Gordon and Miller. The lower satisfaction with the union among grievant may be due to dissatisfaction with the processing of grievances. Employees’ complaining to their stewards is a precursor to grievance filing. The measure of consideration and structure were significantly related to frequency of employee complaints in Bemmels and the steward’s assessment of the supervisors’ knowledge of the collective agreement was negatively related to complaints. Lewin and Boroff did include the employees perceived effectiveness of the grievance procedure as an explanatory variable. this was not significantly related to grievance filing. Bemmels. and screening of potential grievances was related to lower rates of written grievance. Both of these studies found the work group with employees who complained to the stewards more frequently had grievance rates. Lewin and Peterson found a positive relationship with grievance procedure structure and grievance rates. and screening of potential grievances by a committee or other union officials was associated with lower grievance rates. Grievants were more younger and had less education than nongrievants. were less satisfied with their unions. .
If the parties were satisfied with the operation of the grievance procedure. Grievance procedures have been found to relate to union commitment. religion. Furthermore the purpose of grievance procedure is to resolve disputes about the interpretation and application of collective agreements. and how grievances are being resolved. or only intuitive and ad hoc hypotheses. They argued that subjective evaluations are the preferred method for evaluating grievance procedure effectiveness. Discrimination was spelled out as based upon race. Many studies still report empirical analysis with no theoretical grounding. national origin. color. Employer commitment has found to be negatively related to absenteeism and turnover and union commitment has found to have a positive relationship with union participation and with shop steward behavior in the grievance procedure. Grievance corresponding rules violation was an employees’ interpretation of application of policies and procedures governing personnel policies. or other policies or procedures of a working nature. where. . unsafe or unhealthy working conditions. Effectiveness was difficult to interpret from measures reflecting the operation of grievance procedures such as grievance rates. settlement levels and arbitration rates since it was not clear what the optimal magnitudes might be for these measures. veteran status. employer commitment and dual commitment. Grievance procedure effectiveness was related to union members’ overall satisfaction with the union.Lewin and Peterson argued that evaluations of grievance procedure effectiveness should include subjective evaluations by the participants as well as objective measures reflecting the operation of the grievance procedure. Grievance procedures exist for the benefit of the employees. age. or handicapped. Grievance procedures are related to other attitudinal measures and the behaviors of shop stewards in the grievance procedure. rules violation. sex. department work rules. it seems to more important than attaining some predetermined optimal magnitude of grievance filing or when. Grievance could be classified into 4 basic types: Discrimination charges. employers and unions. general or unclassified complaints and discipline.
ombudsman and hearing officer. They were the open door policy. Legalistic approach was used to handle such cases. The predominant method of grievance adjudication was the step-review method used either singularly or in combination with a peerreview committee. Benefits of having Grievance procedure: The grievance procedure provides a means for identifying practices. and administrative policies that are causing employee complaints so that changes can be considered. Five types of grievance systems were typically noted in the literature. step-review method. A grievance procedure allows managers to establish a uniform labour policy.Disciplinary actions are the category least classified as a grievance. With the possibility of adverse legal action arising from unjust discipline. The step-review method has a preestablished set of steps for reviewing employee complaints by succeeding higher levels of agency personnel. separate systems are often established in discipline cases to ensure the employees’ complete due process rights. procedures. The step-review method had characteristics similar to the grievance / arbitration procedures found in union contracts. . They reduce costly employment suits. In the public sector study. peer-review also called the grievance committee or roundtable.
It can produce early settlements to disputes or provide for correction of contested employment issues. To identify whether the employees are aware of the grievance handling mechanism. A grievance system can be a reliable mechanism to learn of. SECONDARY OBJECTIVE 1. . and resolve employee dissatisfaction. CHAPTER III OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE To study the effectiveness of grievance handling mechanism.
To identify that the grievance handling system leads to a mutual understanding between workers and the management 4. The research has been defined as “A careful investigation or enquiry especially through search for new fact in any branch of knowledge”. RESEARCH METHODOLOGY . To identify whether the grievance handling system leads to a favorable attitude towards the management 3.2. To identify the factors influencing the effectiveness of the grievance handling in the organization CHAPTER IV RESEARCH METHODOLOGY RESEARCH Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. To know the level of satisfaction towards the grievance handling procedure of the organization 5.
which researchers go about their work of describing. Methods compromise the procedures used for generating. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem.with a specific initial hypothesis). One may under take a descriptive study about the work in the factory. Correlation. abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science. explaining and predicting phenomena.The procedure using. The descriptive method has certain limitation. Methods are the ways of obtaining information useful for assessing explanation. collecting. The desire to over emphasis central tendencies and to fact in terms of Average. is called Methodology. Descriptive research is essentially a fact finding related largely to the present. but not always . as in socio economic surveys and job and activity analysis. and evaluating data. one is that the research may make description itself an end itself. DESCRIPTIVE RESEARCH AIMS • To portray the characteristics of a particular individual situation or group(with or without specific initial hypothesis about the nature of this characteristics). health and . DESIGN OF DESCRIPTIVE STUDIES: Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. Means and dispersion may not always be either welcome. for instance when physics measures. biology classifies. But its use in social science is more common. This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not always explain causal relation. zoology dissects and geology studies the rock. TYPES OF RESEARCH The type of research used in this project is descriptive in nature. • To determine the frequency with which something occurs or with which it is associated with something else( usually . A second limitation is associated whether the statistical techniques dominate.
5. Conclusion and recommendation for further improvement in the practices. Simple.welfare. Linear and Non-Linear x 100 . Correlation is describd or classified in several different ways. of Respondent CORRELATION Correlation analysis deals with the association between two or more variables. 2. Positive and Negative 2. The following are the formula Percentage of Respondent = No. 4. 3. Multiple and Partial 3. prohibition etc: A descriptive study involves the following steps: 1. Analysis of the data. Formulating the objectives of the study. Description of statistical tools used • • Percentage method Correlation Percentage method In this project percentage method test and used. capital punishment. It does not tell anything about cause and effect relationship. Three of the most important ways of classifying correlation are : 1. of Respondent Total no. Defining the population and selecting the sample. A descriptive study may be concerned with the right to strike. Designing the method of data collection.
∑xy Formula for Karl Pearson’s coefficient r = ______________ √∑x2 * ∑y2 The value of the coefficient of correlation as obtained by the above formula shall always lie between +1 and -1. It is denoted by the symbol ‘r’. This method is quite popular in case of big enquires. Primary Data: Primary data are fresh data collected through survey from the employees using questionnaire. When r = -1. Sources of data The two sources of data collection are namely primary & secondary. Research design Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. it means no relationship between variables. it means there is perfect negative correlation between variables. Secondary Data Secondary data are collected from books and internet. A questionnaire consists of a number of question involves both specific and general question related to Grievance Handling. Data collection method Data was collected using Questionnaire.Karl Pearson’s method is popularly known as Pearson’s coefficient of correlation. Private individuals. it means there is perfect positive correlation between variables. . private and public organizations and even government are adopting it. research workers. When r = 0. When r = 1.
Sample Design Sample Element Sample Size Sample Test Sample Media Sampling Method : Employees at Lucas.The research design followed for this research study is descriptive research design where we find a solution to an existing problem.TVS Limited. The problem of this study is to find the effectiveness of Grievance Handling at Lucas.TVS Limited. : 35 samples : Percentage Method & Correlation : Questionnaire : Simple Random Sampling CHAPTER V DATA ANALYSIS AND INTERPRETATION Distribution of respondents regarding Temporary relief Table: 5. No. Temporary No.1 Sl. of Percentage relief respondents .
1 .7% stating they are not being provided relief.No.1 temporary relief 60 50 40 30 20 Percent 10 0 yes no temporary relief Distribution of respondents based on age Table: 5.7 From the above table it is inferred that 54.2 Sl. Distribution of respondents regarding Temporary relief Chart No: 5.1 2 Total Inference: Yes No 35 19 16 100 54.3 45. 1 Age 19-25 Frequency 6 Percentage 17.3% of respondents state that they are being provided with temporary relief and 45.
9 From the above table it is inferred that 17.9% are between the age group 26-30.2 Total Inference: 26-30 35 29 100 82.2 age 19-25 26-30 Distribution of respondents towards supervisors’ level of skill Table: 5. Distribution of respondents based on age Chart No: 5.1% of respondents are between the age group 19-25 and 82.3 .
6% state that their supervisor is moderately skilled.4 Sl.Sl.3 supervisor has skill 100 80 60 40 20 Percent 0 very highly skilled moderately skilled supervisor has skill Distribution of respondents towards awareness of committees Table: 5.No. Distribution of respondents towards supervisors’ level of skill Chart No: 5.No Awareness Frequency Percentag of e committees yes 35 100.6 100 Inference: From the above table it is inferred that 91.4% of respondents state that their supervisor are 1 2 highly skilled and 8.0 1 . Supervisor possess necessary Frequency Percentage skill very highly skilled moderately skilled Total 32 3 35 91.4 8.
Total Inference: 35 100 From the above table it is inferred that 100% of respondents are aware of the various committees that are framed for redressing their grievance. Distribution of respondents towards awareness of committees Chart No: 5.6 .No.4 various committee 120 100 80 60 40 Percent 20 0 yes various committee Distribution of respondents towards decision given Table: 5.5 Sl. Decision Frequency given is satisfactory or not Highly satisfactory 31 Percentage 1 88.
2 Moderately satisfactory Total 4 35 11. of respondents Percentage channel co worker 23 65.4 100 Inference: From the above table it is inferred that 88. Distribution of respondents towards decision given Chart No: 5.No 1 Informal No.4% of respondents are moderately satisfied towards the decision.5 feel about decision given 100 80 60 40 20 Percent 0 highly satisfactory moderately satisfact feel about decision given Distribution of respondents towards the informal channel Table: 5.6 Sl.7 .6% of respondents are highly satisfied towards the decision given by the management and 11.
1 2 Real basis Frequency Percentage strongly agree agree 27 8 77.No.6 informal channel 70 60 50 40 30 20 Percent 10 0 co w orker peer informal channel Distribution of respondents towards real basis of identification of their grievance Table: 5.2 Total peer 35 12 100 34.3% of respondents communicate to their peer.9 Total 35 100 .7 Sl.1 22.3 Inference: From the above table it is inferred that 65. Distribution of respondents towards the informal channel Chart No: 5.7% of respondents communicate to their coworkers and 34.
9% of respondents agree that real basis is identified. of Percentage resolves respondents grievance or not yes 34 97.Inference: From the above table it is inferred that 77.8 Sl. Mechanism No.1 1 . Distribution of respondents towards real basis of identification of their grievance Chart No: 5.7 real basis identified agree strongly agree Distribution of respondents towards mechanism followed resolves grievance or not Table: 5.No.1% of respondents strongly agree that real basis is identified and 22.
9 From the above table it is inferred that 97.8 mechanism resolves grievance no yes Distribution of respondents towards importance given to discussion and conference Table: 5.1% of respondents agree that mechanism resolves grievance and 2.2 Total Inference: no 35 1 100 2.9% of respondents disagree that mechanism does not resolve grievance. of Percentage conference respondents strongly agree agree 29 6 82. Distribution of respondents towards mechanism followed resolves grievance or not Chart No: 5.No.1 .9 Sl.9 17. 1 2 Discussion and No.
9% of respondents strongly agree that discussion and conference is facilitated and 17.9 discussion and conference 100 80 60 40 20 Percent 0 strongly agree agree discussion and conference Distribution of respondents regarding whom they redress for grievance TABLE NO: 5.7 .1% of respondents agree that discussion and conference is facilitated. Distribution of respondents towards importance given to discussion and conference Chart No: 5.6 hr 2 5.No.7 members 3 8. 1 2 3 4 Whom do Frequency Percentage you redress office 4 11.Total Inference: 35 100 From the above table it is inferred that 82.10 Sl.4 bearers committee 16 45.
mangers 5 union members 6 counselor 7 friends 8 co workers Total 35 100 1 2. 2.0 Inference: From the above table it is inferred that 11.7% through committee members. 45.9 1 2.9 through co workers.7 through managers.9 through counselor. 2.9 1 2.9 7 20. Distribution of respondents regarding whom they redress for grievance Chart No: 5.6% through HR. 5.9 through friends and 2.10 .4% of respondents communicate grievances through office bearers. 8. 20% through union members.
11 .to whom to redress co w orkers friends counsellor offiece bearers union members mangers committee members hr Distribution of respondents based on qualification Table: 5.
6 Inference: From the above table it is inferred that 88.6% of respondents are qualified up to higher secondary. Distribution of respondents based on qualification Chart No: 5. 1 2 3 Total Qualification Frequency Percentage higher secondary diploma under graduate 35 31 1 3 100 88.9% of respondents are diploma and 8. 2.9 8.6 2.12 .Sl.No.11 qualification under graduate diploma higher secondary Distribution of respondents regarding awareness of various committees Table: 5.6% are under graduate.
sga 1 2.cantee n.4% t of respondents are aware transport.No. transport transport.transpo rt.9% of respondents are aware of canteen-sga committee.tei.7% of respondents are aware of tei.5.sga. safety tei. canteen safety.sga.6% of respondents are aware of canteen.4% of respondents are aware safety.7 5. Distribution of respondents regarding awareness of various committees Chart No: 5.transport.sa fety.12 .25.7 100 Inference: From the above table it is inferred that 2.transport.7% of respondents are aware transport.welfare Total 4 6 4 4 3 9 2 2 35 11.17.transport transport. safety.sga .11.tei.4 8.8. 1 2 3 4 5 6 7 8 9 Various committees Frequency Percentage canteen.welf are.transport.7 5.sga.transport.tei.welfare.sga transport. welfare.6 25.sga canteen.1% of respondents are aware of transport-welfare-sga.safety.4 17.4 11. canteen . safety.canteen.sga.transport tei. safety and 5.7% of respondents are aware tei.9 Sga. welfare. 11.1 11.4% of respondents are aware of sga-tei-transport committee.transp ort.Sl.11.
safety.t safety.transport.13 .tei.sga sga.sga Distribution of respondents regarding regular follow up Table: 5.sga.w e transport.tei.canteen. ca canteen.w elfare.tran transport.available comit tei.sg transport.w elfare. s canteen. transport tei.safety.transport.sga.
Sl. of respondents 35 100 Percentage 100.14 Sl.13 regular follow up 120 100 80 60 40 Percent 20 0 yes regular follow up Distribution of respondents regarding supervisors’ authority Table: 5. Distribution of respondents regarding regular follow up Chart No: 5.0 Inference: From the above table it is inferred that 100% of respondents have agreed that there is regular follow up to ensure right decision is given. of Percentage .No Supervisor has given No.No. 1 Total Regular follow-up Yes 35 No.
0 From the above table it is inferred that 100% of respondents have agreed that supervisor is given authority. Distribution of respondents regarding supervisors’ authority Chart No: 5.14 supervisor given authority 120 100 80 60 40 Percent 20 0 has given authority supervisor given authority ANALYSIS USING CORRELATION To know whether there is correlation between feel about decision given and real basis identification Let X be Feel about decision given Let Y be Real basis identification .authority Valid Has given authority Total Inference: 35 respondents 35 100 100.
∑xy in the above equation we get.Table: 5.15 real basis identified Total Strongly agree Feel about highly decision satisfactory given 25 agree 6 31 Table: 5.16 Values for correlation ∑xy 256.5 ∑x2 180.5 Total moderately 2 ∑y satisfactory 364.17 Total supervisor has skill moderately skilled very highly skilled discussion and strongly 28 1 29 . Let Y be Supervisor has skill.5 2 27 2 8 4 35 r = ∑xy ______________ √ (∑x2 * ∑y2 ) Substituting the values of ∑x2. Table: 5. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. ∑y2. A variation in one variable will cause variation in another ANALYSIS USING CORRELATION To know whether there is correlation between discussion and conference and supervisor has skill Let X be Discussion and conference.
conference agree agree 4 32 2 3 6 35 Total Table: 5. ∑y2.9% of the respondents are between the age group 26-30. 2. A variation in one variable will cause variation in another. ∑y2 264.18 Values for correlation ∑x2 420.3% of respondent’s state that they are being provided with temporary relief until final decision is taken. . r=1 Inference: Since the value of r is equal to one the variables are positively correlated.5 ∑xy 333.5 r = CHAPTER VI 6. 54.5 ∑xy ______________ √ (∑x2 * ∑y2 ) Substituting the values of ∑x2. 82. ∑xy in the above equation we get.1 FINDINGS OF THE STUDY 1.
10. 77. 12. 45. 6. 88.9% of respondents strongly agree that discussion and conference is facilitated rather than executive authority. 82. 97.1% of respondents agree that mechanism being followed resolves their grievance.6% of respondents are qualified up to higher secondary. When there is deviation in the real basis identification it will be reflected in the level of satisfaction regarding decision given.3.7% of respondents communicate to their co-workers. 13. 8. canteen. 11.1% of respondents strongly agree that real basis of there is identified. 25. It is their informal channel. transport committees available.4% of respondents state that their supervisors are highly skilled that is the supervisors possess necessary human relation skills. 15. sga. 100% of respondents are aware of the various committees that are framed for redressing their grievance. 100% of respondents have agreed that supervisor is given authority to take action necessary to resolve the problem.7% of respondents are aware of tei. 91. 9. 4. 5. 7.7% of respondents’ immediately redress their grievance through committee members. 100% of respondents have agreed that there is regular follow up to ensure right decision is given. 65.6% of respondents are highly satisfied towards the decision given by the management. . 88. 14.
Informal counseling helps to address and manage grievances in the workplace. . Everyone should be informed of company’s goals and expectation including what is expected from each individual. responsibilities should be as clear as possible.6. Job descriptions. 2.2 SUGGESTIONS AND RECOMMENDATIONS 1.
Resignations. Suggestion boxes can be installed. Open door policy can be used. . CHAPTER VII CONCLUSION The study reveals that the Grievance handling mechanism is satisfactory. The organization is recognizing the importance of satisfying the employees and retaining them. This brings the problem or conflict of interest to light. 7. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding. Conflict management in the organization will be helpful to reduce the number of grievance rates. Requests for transfers. 6. Further improvements can be made so that all members are highly satisfied with the procedure. 4. and disciplinary cases should be analyzed since they reveal the general patterns that are not apparent. Temporary relief can be provided so that the delay does not increase his frustration and anxiety and thereby not affecting his / her morale and productivity.3. Accident rates. 5. The suggestions and recommendations when implemented will still more benefit the organization.
CHAPTER VIII Limitations of the study • The sample size was restricted to 100 .
HILL. Scope for the study • The project throws light on need for Grievance handling mechanism and this study facilitates the management for further improvement on the same. Arun monappa and Saiyadain. .HILL.• Personal interview was not allowed. • This study will be useful when similar kind of research is undertaken. 2. Mirza S. Human resource and Personnel management. TATA McGraw.. Personnel management. TATA McGraw.. ANNEXURE I BIBLIOGRAPHY 1. K. Aswathappa.
Flippo.findatricles.citehr. Gender: . www..com ANNEXURE II QUESTIONNAIRE 1. WEB SITE 1.3.com 2. Edwin B. McGRAW-HILL International Publications. www. Name: 2. Personnel management.
Yes[ ii.19-25 ii. Edicational qualification: i.Unmarried[ [ [ iii.26-30 [ [ ] ] ] iii.Higher secondary[ ii.No[ ] ] 7.Male [ ] ] ii.Yes[ ii.Female[ 3.Post graduate 5.31 and above[ 4.No[ ] ] . Are you aware of the various committees that redress the grievance? i.Married [ ] ] ii.i.Under graduate [ ] ] ] ] 6. If yes for above question kindly list out the various committees available 8.Diploma iv. Age: i. Marital status: i. Are you aware of the members of the various committees? i.
Is imporatance given to what is right rather than who is right? . Are you aware of the weekly/monthly meetings of the various committees which are being held? i.Yes[ ii.Shouts at you[ ] ] ] iii.please specify( 12.Does not listen at all[ 14.Agree[ ] ] ] iii. Is the real basis of your problem identified? iStrongly agree[ ii.In case the grievance has to be immediately redressed to whom do you communicate? 11.9.Strongly disagree[ 13.Listens patiently[ ii. Does your higher authority listen when your grievance is presented? i.Co-worker[ ii.No[ ] ] 10.If others. Is there any informal channel to redress your grievance such as i. .Peer[ ] ) ] iii.Disagree[ ] iv.
Is there a spirit of give and take and sharing and working together? i.Yes[ ii. Do you feel that discussion and conference is given more importance rather than executive authority? i. Strongly disagree[ 19.Yes[ ii. Disagree[ ] iv.Yes[ ii.No[ ] ] 17.No[ ] ] . Strongly agree[ ii. Is an atmosphere of cordiality and co-operation facilitated through mutual discussion and conference? i. Are you constantly informed on what is being done about your grievance? i. Agree[ ] ] ] iii.Yes[ ii.No[ ] ] 18.Very often being informed[ ii. Is there a positive and friendly approach during grievance handling? i.i.No[ ] ] 15.Seldom being informed iii.Does not inform at all [ [ ] ] ] 16.
Yes[ ii.No[ ] ] 24.No[ ] ] 26.Moderately satisfactory[ 22.Yes[ ii. If the decision is not satisfactory are you given opportunity to take it to hjgher officials? i. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? i. How do you feel about the decision given corresponding to your grievance? Is it i. Has the mechanism being followed resolves you grievance? i.No satisfaction[ ] ] ] ii.20.No[ ] ] . Do you feel open to share your grievances? i. Do the various committee members actively engage in resolving your problem? i.Yes[ ii.No[ ] ] 21.Yes[ ii.Yes[ ii.Highly satisfactory[ iii.Yes[ ii. Is there regular follow up to ensure that the right decision has ended up in satiafaction? i.No[ ] ] 25.No[ ] ] 23.
Moderately skilled[ iii.Not kept confidential[ ] ] 29. Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem? i.Not skilled[ ] ] ] 28. Are the procedures for conveying grievance simple and easy to utilize? i.Difficult to utilize[ 30.Very highly skilled[ ii.27.Very simple[ ] ] ii. Is the supervisor given authority to take action necessary to resolve the problem? i.Has given authority[ ] ] ii.No[ ] ] .highly confidential[ ii.Yes[ ii.Does not have authority[ 31. Are the matters relevant to the grievance kept confidential? i. Are proper records maintained on each grievance? i.
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