You are on page 1of 82

EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN

INSTRUMENTATION LIMITED KANJIKODE

A STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING


MECHANISM AMONG THE NON-MANAGERIAL EMPLOYEES
IN INSTRUMENTATION LIMITED KANJIKODE .

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE


CURRICULUM FOR THE THIRD SEMESTER OF

MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF CALICUT

Submitted by

MIDHUN GOVIND

REG.NO: PKAPMBA020

Under the guidance of

Mr. S .N.JAGADEESH

(ADDITIONAL CO - ORDINATORSMS,PALAKKAD)

SCHOOL OF MANAGEMENT
STUDIES

UNIVERSITY OF CALICUT

MINOR PROJECT 1
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

PALAKKAD

(2015-2017)

SCHOOL OF MANAGEMENT STUDIES PALAKKAD,

UNIVERSITY OF CALICUT

CERTIFIC
ATE

This is to certify that this project titled A STUDY ON

EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM

AMONG THE NON -MANAGERIAL EMPLOYEES IN

INSTRUMENTATION LIMITED KANJIKODE submitted in

partial fulfillment of the curriculum for Third semester of

Degree of Master of Business Administration of

University of Calicut was carried out by Mr. MIDHUN

GOVIND

MINOR PROJECT 2
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Place: Palakkad Dr. B.


Vijayachandran Pillai

Date:
Co-ordinator,

SMS, palakkad

University of Calicut

SCHOOL OF MANAGEMENT STUDIES PALAKKAD,

UNIVERSITY OF CALICUT

CERTIFICA
TE
This is to certify that this project titled A STUDY ON

EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM

AMONG THE NON- MANAGERIAL EMPLOYEES IN

MINOR PROJECT 3
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

INSTRUMENTATION LIMITED KANJIKODE submitted in

partial fulfillment of the curriculum for third semester of

Degree of Master of Business Administration of University

of Calicut was carried out by Mr. MIDHUN GOVIND

under my guidance.

This has not been submitted to any other

uni

ve

rsi

ty/

ins

tit

uti

on

for

th

award of any degree/diploma/certificate.

Place: Palakkad Mr.


S.

MINOR PROJECT 4
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

N.J
AG
AD
EE
SH

( ADDITIONAL CO -
ORDINATORSMS PALAKKAD)

University of Calicut

SCHOOL OF MANAGEMENT STUDIES PALAKKAD,

UNIVERSITY OF CALICUT

DECLARATION

MINOR PROJECT 5
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

I MIDHUN GOVIND, hereby declare that the project work

entitled A STUDY ON EFFECTIVENESS OF

GRIEVANCE HANDLING MECHANISM AMONG THE NON-

MANAGERIAL EMPLOYEES IN INSTRUMENTATION

LIMITED KANJIKODE is a bonafide work carried out by

me for the partial fulfillment of the requirement for the

award of the degree of MASTER OF BUSINESS

ADMINISRATION from UNIVERSITY OF CALICUT. Any

part of this project has not been reproduced or copied

from any report of the university.

Place: Palakkad

MIDHUN GOVIND

Date:

REG NO: PKAPMBA020

ACKNOWLEDGEMENT

I would like to express my sincere gratitude and reverence to God Almighty, for
guiding me throughout this project, making my Endeavour an undiluted success.

MINOR PROJECT 6
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

With great pleasure, I am presenting this project entitled A STUDY ON


EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG
THE NON MANAGERIAL EMPLOYEES IN INSTRUMENTATION
LIMITED KANJIKODE. Project of this dimension would not have been possible
without the sincere help and earnest support provided to me from all sources that was
approached.
I take this as a privilege to thank Mr. T. RADHAMOHANAN, Deputy Manager

(P& A) of ILP for permitting me to carry out this study in such an esteemed

organization and for their continuous support and advice which helped me to follow

correct path.

I am thankful to the respondents who co- operated with me during my study. My

thanks are due to the staff of the ILP for the whole hearted co operation.

.
I acknowledge my sincere and profound gratitude to Dr. B. VIJAYACHANDRAN
PILLAI the Co-ordinator, School of Management Studies, Palakkad for providing
me the necessary formal sanction required for carrying out this project.
I wish to express my deep sense of gratitude to my guide Mr. S.N JAGADEESH,
(ADDITIONAL CO - ORDINATORSMS PALAKKAD), School of Management Studies
Palakkad, University of Calicut, for his kind support, advice and encouragement from the
beginning of the project work.

Finally I would like to thank my parents, friends and all others for their support and
guidance to complete the project successfully.

MIDHUN GOVIND

EXECUTIVE SUMMARY

TITLE

MINOR PROJECT 7
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

A STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING


MECHANISM AMONG THE NON-MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

SCOPE OF THE STUDY

The project will help us to identify the relationship between employees and

employers.

The project throws light on need for grievance handling mechanism and this

study Facilities the management for future improvement of the same.

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

OBJECTIVES OF THE STUDY

1. To study the effectiveness of grievance handling mechanism among

employees.

2. To identify the satisfaction of employees towards duration of grievance

redressal procedure.

3. To study the efficiency of grievance handling procedures in organization and

employees.
4. To identify the factors influencing the effectiveness of the grievance handling

in the organization.
5. To identify the determinants of employee satisfaction with respect to

grievance redressal procedure.

RESEARCH METHODOLOGY

MINOR PROJECT 8
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

RESEARCH DESIGN
Analytical and descriptive research

SAMPLING DESIGN
Simple Random Sampling method

Population

Total number of non managerial employees in INSTRUMENTATION


LIMITED is 305
Sample size
The size of the sample should neither be excessively large, nor too small. It
should be optimum of 50 employees.

DATA COLLECTION METHOD

Two sources of data collection used here are,

Primary Data

Primary data are those which are collected a fresh and for the first time , and thus
happen to be original in character. And here primary data is collected through
structured interview schedule from employees.

Secondary Data

Are those which have already been collected by someone else And here secondary

data has been collected through company journals, internet, magazines, brochures

DATA PRESENTATION TOOLS

Tables

MINOR PROJECT 9
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Charts

DURATION OF STUDY

Duration of 15 days was utilized for the purpose of study.

DATA ANALYSIS TOOLS

Percentage Method

( Percentage of respondent =No: of respondents/ Total no: of respondents *100)

Chi-square test

Variables

Working environment in Instrumentation Ltd palakkad

Remuneration provided to the employees

Co operation between the employees inside the organization

LIMITATIONS OF THE STUDY

This study is concentrated to employees of AT INSTRUMENTATION


LIMITED KANJIKODE - only.

Sample size was restricted

Personal contract with the respondents was limited.

MINOR PROJECT 10
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

The management staffs were busy, with their routine work and hence

they were not able to spare much time for interview.

There may be personal bias of the respondents, which affect the result
of the study.

CHAPTER SCHEME

Chapter 1: INTRODUCTION

Chapter 2: REVIEW OF LITERATURE

Chapter 3: COMPANY PROFILE

Chapter 4: ANALISIS AND INTERPRETATION

Chapter5: FINDINGS,SUGGESTIONS,CONCLUSION

MINOR PROJECT 11
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CHAPTER 1
INTRODUCTION

MINOR PROJECT 12
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

INTRODUCTION

According to jucius , a grievance is any dissatisfaction whether expressed or not,


whether valid or not, arising out of anything connected with the company which an
employee thinks, believes or even feels to be unfair ,unjust or inequitable. Pigors
and Myers observe that the three terms dissatisfaction, complaint and grievance
indicate clearly the nature of dissatisfaction. According to the, dissatisfaction is
anything that disturbs an employee, whether he expresses it in words or not. A
complaint is a spoken or written dissatisfaction which is brought to the notice of the
management or trade union representatives. A grievance on the other hand, is simply
a complaint which has been ignored, over-ridden or, in the employees opinion,
dismissed without consideration; and the employee feels that an justice has been
done, particularly when the complaint was presented in writing to a management
representative or to a trade union official. A grievance is sometimes described as
anything which an employee thinks or feels is wrong, and is generally accompanied
by an actively disturbing feeling.

The international labour organization defines a grievance as a complaint of one or


more workers in respect of wages, allowances, conditions of work and interpretation
of service stipulations, covering such areas as overtime, leave, transfer, promotion,
seniority, job assignment and termination of service.

In the opinion of national commission on the labour, complaints affecting one or


more individual workers in respect of wage payments, overtime, leave, transfer,
promotion, seniority, work assignment and discharges constitute grievance.

On an analysis of these various definitions it may be noted that:

MINOR PROJECT 13
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Grievance is a word which covers dissatisfaction and which has one or more
of the following characteristics:

a) It may be unvoiced or expressly stated by an employee;


b) It may be written or verbal;
c) It may be valid and legitimate, unsure or completely false, or ridiculous ;
and
d) It may arise out of something connected with the organization or work.

An employee feels that an injustice has been done to him.

In other words, grievance are feelings, sometimes real, sometimes imagined, which
an employee may how in regard to his employment situation. Whenever there is any
discontentment among employees, it is bound to result in a turmoil which may affect
the interests of the management very adversely. Grievances generally give rise to
unhappiness, frustration, discontent, indifference to work, poor morale; and they
ultimately lead to the inefficiency of workers and low productivity.
A personnel administrator should, therefore, see to it that grievances are redressed at
the earliest moment possible, failing which edifice of the organization may tumble
down.

IMPROTANCE OF THE STUDY

Maintaining quality of work life for its employees is an important concern for the any
organization. The grievance handling procedure of the organization can affect the
harmonious environment of the organization. The grievances of the employees are
related to the contract, work rule or related to the contract, work rule or regulation,
overtime, transfer, leave, health and safety regulation, past practice, changing the
cultural norms unilaterally, seniority, wage payment, bonus, etc..Here, attitude on
the part of management in their effort to understand the problems of employees and
resolve the issue amicably have better probability to maintain a culture of high
performance managers must be educated about the importance of the grievance

MINOR PROJECT 14
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

process . Effective grievance handling is an essential part of cultivating good


employee relations and running a fair, successful, and productive work place.
Positive labour relations are two- ways street both sides must give a little and try to
work together. relationship building is key to successful labour relations, 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 managers have adequate time to be devoted to the


complaints.
2. Explain managers role, the policy and the procedures clearly in the grievance
handling procedure
3. Fully explain the situation to the employee to eliminate a misunderstanding
and promote better acceptance of the situation complained off
4. Try to let employee present their issues without prejudging or commenting.
5. Do use a positive, friendly way to resolve the crisis than past time steps,
which disturb the system.
6. Do remain calm, cool, collected during the course of the meeting etc..

1.1 SCOPE OF THE STUDY

The project will help us to identify the relationship between


employees and employers.

The project throws light on need for grievance handling mechanism


and this study Facilities the management for future improvement of
the same.

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

1.4 OBJECTIVE OF THE STUDY

1. To study the effectiveness of grievance handling mechanism among


employees.

MINOR PROJECT 15
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

2. To identify the satisfaction of employees towards duration of grievance


redressal procedure.

3. To study the impact of grievance handling procedures on organization


and employees.

4. To identify the factors influencing the effectiveness of the grievance


handling in the organization.

5. To identify the determinants of employee satisfaction with respect to


grievance redressal procedure.

1.5 RESEARCH METHODOLOGY

Research

According to Clifford woody research comprises of defining and redefining


problems, formulating hypothesis or suggested solutions; collecting organizing and
evaluating data; making deductions and reaching conclusion; and at last carefully
testing whether they fit the formulating hypothesis. Research
Is thus an original contribution to the existing stock of knowledge making for its
advancement. It is the pursuit of truth with the help of study, observation, comparison
and experiment

RESEARCH METHOLOGY

It is a way to systematically solve the problem. It may be understood as a science of


studying how research

MINOR PROJECT 16
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

is done scientifically .In this we study the various steps that are generally adopted by
a researches in the studying his research problem along with the logic behind them.

Here the mythology used is the questionnaire consisting of 26 questions.

A. SAMPLING

Method used for sampling is convenience sampling. A convenience sampling. A


convenience sampling is obtained by selecting a convenient population. This
sampling means selecting whatever units are conveniently available.

Sample Design

A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure would adopted in selecting items for the
sample.

Population

Total number of employees in IPL is 305.

Sample size

This refers to the number of items to be selected from total population. The size of
the sample should neither be excessively large, nor too small. It should be optimum.
An optimum sample is one which fulfills the requirements of efficiency,
representativeness reliability and flexibility size of the sample used in this study is 50

B METHOD OF DATA COLLECTION

MINOR PROJECT 17
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Two sources of data collection used here are;

Primary Data

Primary data are those which are collected a fresh and for the first time, and thus
happen to be original in character. And her primary data is collected through
questionnaire from employees.

Secondary Data

Are those which have already been collected by someone else and which have
already been passed.
And here secondary data has been collected through company journals, internet,
magazines, brochures .

TOOLS OF ANALYSIS

Different tools used in this study are:

Percentage Method.
In this project percentage method test is used. The following are the
formula.

Percentage of respondent = [No: of respondents/ Total no: of


respondents *100]

LIMITATION OF THE STUDY

MINOR PROJECT 18
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Sample size was restricted to 50.


Personal contract with the respondents was limited.
The management staffs were busy, with their routine work and hence
they were not able to spare much time for interview.
The study was conducted within a short period.

MINOR PROJECT 19
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CHAPTER 2

REVIEW OF LITERATURE

LITERATURE REVIEW

A grievance may be defined as any dispute that arises between an employer and
employee, which relates to the implied or explicit terms of the employment
agreement (Britton, 1982.12).The validity of a grievance depends upon whether or
not there is just cause or reason for such complaint certain tests are used in
determining whether a company had just causes for disciplining an employee (BNA
editorial staff, 1959-1987:1). Anyone having an affiliation with an organization can

MINOR PROJECT 20
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

file a grievance on behalf of or against that organization some of the most common
complaints by employees include unfair treatment of by the employer, broken
employment agreement and employers complaints are, and employer
communications and defamation. The most common employers complaints are
misconduct substance abuse, unsatisfactory performance, and safety and health
violations

For grievance handling to be effective, the employer has to follow certain guidelines.
In disliking employees management should mainly use for penalties such as
warnings, suspensions, and discharge (BNA editorial staff, 1959- 1987:11) measures
of supervisory behaviours and supervisors knowledge of the collective agreement
should intuitively be related to the occurrence of grievable events, but there has been
no theory advanced to explain grievable events Kliener Nickels burg and Pilarski
(1995) implicitly assumed that supervisor monitoring of employees will increase the
number of grievable events, but a theoretical parts or rationale for this assumed
relationship is not discussed.

Grievant were less satisfied with their jobs had poorer attitude toward their line
supervisors, had greater feelings of pay in equity, had stronger beliefs that workers
should participate in decision making, were less satisfied with their unions, and more
active in their union. The lower with the union grievant may be due to dissatisfaction
with the processing of grievances were more younger and had less educated than
non-grievant. Gordon and miller, Allen and Keavney and Kllass note the important
role that expectancy theory could play in differentiating grievance and non-grievance.
Although not a complete text of expectancy theory, Lewing and Boroff did include
the employees preside effectiveness of the grievances an explanatory variable this
was not significantly related to the grievance filling future research was not
significantly related to grievance filling that more fully develops testable hypothesis
derived from expectancy theory seems appropriate.

Bemmels, Reshef and Stratton Devine include the stewards assessment of how
frequently employees approach them with complaints. Although most grievances are
formally felled by employees, the initiation of the grievance can come from

MINOR PROJECT 21
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

employees or stewards complaining to the shop stewards is the employees role in


the initiation process. Both of these studies found the work group with employees
who complained to the stewards more frequently in the grievance rate employees
complaining to their stewards is a pre cursor to grievance filling. The measure of
consideration and structure were significantly related to frequency of employees
complaints in and the stewards assessment of the supervisors knowledge of the
collective agreement was negatively related to complaints. Levin and Peterson found
a positive relationship with grievance rates. They also found higher grievance rates
under procedures that include provisions for expected grievance handling. It was
founded screening of potential grievances was related to lower rate of written
grievance and screening of potential grievances by a committee or other union
officials was associated with lower grievance rates. The number of steps in the
grievance procedure and the length of time allowed for filling a grievance were not
related to grievance rates.

Levin and Peterson argued that evaluations of grievance procedures effectiveness


should include subjective evaluation by the participants as well as objective measures
reflecting the operation of the grievances procedures. They argued that subjective
evaluations of the preferred method for evaluating grievance procedure effectiveness
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 this measures .Furthermore the purpose of grievance procedure is to resolve


disputes about the interpretation and application of collective agreements. Grievance
procedures excite for the benefit of the of the employees, employers and unions. If
the parties were satisfied with the operation of grievance procedure, it seems to more
important than attaining some pre-determined optimal magnitude of grievance filling
or when, where, and how grievances are being resolved.

Grievance procedures are related to attitude measures and the behaviour of shop
stewards in the grievance procedure. Grievance procedure effectiveness was related
to union members overall satisfaction with the union. Grievance procedures have

MINOR PROJECT 22
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

been founded to related to union commitment, employer commitment, employees


commitment and dual commitment. Employer commitment has found to be
negatively related to absenteeism and turn over. Union commitment has found to
have a positive relationship with union participation and with shop stewards
behaviour in the grievance procedure. Many studies still report empirical analysis
with no theoretical grounding or only initiative and adhoc hypothesis. Grievance
could be classified into classified into four basic types : discrimination charges, rules
violation, general or unclassified complaints and discipline. Discrimination was
spelled out of based upon race, sex, religion, colour, national origin, age, vetenerian
status or handicapped.

Grievance corresponding rules violation was an employees interpretation of


application of policies and procedures governing personal policies , department work
rules, unsafe or unhealthy working conditions or other policies or procedures of a
working nature.

Disciplinary actions are the category least classified as a grievance. Legalistic


approach was used to handle such cases, with possibility of adverse legal action
arising from unjust discipline, separate systems are often established

In discipline in cases to ensure the employees complete due process rights. Five types
of grievance systems were typically noted in the literature. They were the open door
policy, step review method; peer review also called the grievance committee or round
table and hearing officer. In the public sector study the predominant method of
grievance adjudication was the step review method used either singularly or in
combination with a peer review committee. The step review method had
characteristics similar to the grievance arbitration procedures found in the union
contracts.

The step review method has a pre-established set of steps for reviewing employee
complaints by succeeding higher levels of agency personnel.

Articles related to grievance

MINOR PROJECT 23
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Measures of supervisory behaviours and supervisors knowledge of the


collective agreement should, intuitively, be related to the occurrence of grievable
events, but there has been no theory advanced to explain grievable events. Kliener ,
Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of employees
will increase the number of grievable events, but a theoretical basis or rationale for
this assumed relationship is not discussed.

Grievant were less satisfied with their jobs, had poorer attitudes toward their
line supervisors, had greater feelings of pay inequity, had stronger beliefs that
workers should participate in decision-making, were less satisfied with their unions,
and more active in their unions. The lower satisfaction with the union among grievant
may be due to dissatisfaction with the processing of grievances. Grievant were more
younger and had less education than non grievant.

Gordon and Miller, Allen and Keavney and Klass note the important role that
expectancy theory could play in differentiating grievant and non grievants. Although
not a complete test of expectancy theory, Lewin and Boroff did include the
employees perceived effectiveness of the grievance procedure as an explanatory
variable. Surprisingly, this was not significantly related to grievance filing. Further
research focusing on expectancy theory and grievance filing that more fully develops
testable hypotheses derived from expectancy theory seems appropriate.

Bemmels, Reshef and Stratton-Devine included the shop stewards assessment


of how frequently employees approach them with complaints. Although most
grievances are formally filed by employees, the initiation of a grievance can come
from employees or stewards. Complaining to the shop stewards is the employees
role in the grievance initiation process. Both of these studies found the work group
with employees who complained to the stewards more frequently had grievance rates.
Employees complaining to their stewards is a precursor to grievance filing. The

MINOR PROJECT 24
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

measure of consideration and structure were significantly related to frequency of


employee complaints in Bemmels and the stewards assessment of the supervisors
knowledge of the collective agreement was negatively related to complaints.

Lewin and Peterson found a positive relationship with grievance procedure


structure and grievance rates. They also found higher grievance rates under
procedures that include provisions for expedited grievance handling. It was found
that provisions allowing oral presentation of grievances was related to lower rates of
written grievances, and screening of potential grievances was related to lower rates of
written grievance, and screening of potential grievances by a committee or other
union officials was associated with lower grievance rates. The number of steps in the
grievance procedure and the length of time allowed for filing a grievance were not
related to grievance rates.

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. They argued
that subjective evaluations are the preferred method for evaluating grievance
procedure effectiveness. 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. Furthermore the purpose of grievance procedure is to resolve
disputes about the interpretation and application of collective agreements. Grievance
procedures exist for the benefit of the employees, employers and unions. If the parties
were satisfied with the operation of the grievance procedure, it seems to more
important than attaining some predetermined optimal magnitude of grievance filing
or when, where, and how grievances are being resolved.

MINOR PROJECT 25
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

THEORITICAL FRAME WORK

Grievance procedures are related to other attitudinal measures and the


behaviours of shop stewards in the grievance procedure. Grievance procedure
effectiveness was related to union members overall satisfaction with the union.
Grievance procedures have been found to relate to union commitment, employer
commitment and dual commitment. 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 behaviour
in the grievance procedure. Many studies still report empirical analysis with no
theoretical grounding, or only intuitive and ad hoc hypotheses.

Grievance could be classified into 4 basic types: Discrimination charges, rules


violation, general or unclassified complaints and discipline.

Discrimination was spelled out as based upon race, sex, religion, colour, national
origin, age, veteran status, or handicapped.

Grievance corresponding rules violation was an employees interpretation of


application of policies and procedures governing personnel policies, department work

MINOR PROJECT 26
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

rules, unsafe or unhealthy working conditions, or other policies or procedures of a


working nature.

Disciplinary actions are the category least classified as a grievance. Legalistic


approach was used to handle such cases. With the possibility of adverse legal action
arising from unjust discipline, separate systems are often established in discipline
cases to ensure the employees complete due process rights.

Five types of grievance systems were typically noted in the literature. They were the
open door policy, step-review method, peer-review also called the grievance
committee or roundtable, ombudsman and hearing officer. In the public sector study.
The predominant method of grievance adjudication was the step-review method used
either singularly or in combination with a peer-review committee. The step-review
method had characteristics similar to the grievance arbitration procedures found in
union contracts.

The step-review method has a re-established set of steps for reviewing employee
complaints by succeeding higher levels of agency personnel.

Benefits of having grievance procedure

The grievance procedure provides a means for identifying practices,


procedures, and administrative policies that are causing employee
complaints so that changes can be considered.
They reduce costly employment suits.
A grievance procedure allows managers to establish a uniform labour
policy.

A grievance system can be a reliable mechanism to learn of and resolve employee


dissatisfaction. It can be produce early settlements to disputes of provide for

MINOR PROJECT 27
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

correction of contested employment causes or sources of grievances Calhoun


observers: Grievances exist in the minds of individuals are produced and dissipated
by situations, are fostered or healed by group pressures, are adjusted or made worse
by supervisors and are nourished or dissolved by the climate in the organization
which is affected by all the above factors and by the management.

Bethel and others have given typical examples of workers grievances. These are:

1. CONCERNING WAGES

Demand for individual adjustment; the workers feels that he is underpaid;


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

2. CONCERNING SUPERVISION

Complaints against discipline; the foreman picks on him; inadequate


instructions given for job performance.
Objection to having a particular foreman; the foreman playing favorite ; the
foreman ignores complaints.
Objections to the manner in which the general methods of supervision are
used; there are too many rules; regulations are not clearly posted; supervisors
indulge in a great deal of snooping.
3. CONCERNING INDIVIDUAL ADVANCEMENT

Complaint that the employees record of continuous service has been unfair
broken;
Complaint that the claims of senior person have been ignored; that seriously
has been wrongly determined that younger workers have been promoted a
head of older and more experienced employees.

MINOR PROJECT 28
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Charges are made that disciplinary discharge or lay- off has been unfair; that
the penalty is too severe for the offence that is supposed to have been
committed, that the company wanted to get rid of the employee; hence the
charges against him.

4. GENERAL WORKING CONDITIONS

Complaints about toilet facilities been inadequate; about inadequate and or


dirty lunch rooms.
Complaints about working conditions; noise , fames and other unpleasant on
unsafe conditions which can be easily corrected, overtime is unnecessary, an
employee losses too much time because materials are not supplied to him in
time.

5. COLLECTIVE BARGAINING

1. The company is attempting to undermine the trade union and the workers who
belong to the union; the contract with labour has been violated; the company
does not deal effectively with union grievances.
2. The company does not allow the supervisors to deal with and the grievance of
the employees.
3. The company disregards agreements already arrived at the workers and their
trade unions.

NEED FOR A GRIEVANCE PROCEDURE

Without an analysis of their nature and pattern, the causes of employee dissatisfaction
cannot be removed. The personal administrator of an organization should go into
details of the grievance and find out the best possible methods of settling them. He
should help the top management and line managers, particularly foreman and
supervisors, in the formulation and implementation of the policies, programs and

MINOR PROJECT 29
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

procedures which would best enable them to handle employee grievance. This
policies, programs and procedures are generally known as the grievance redressal
procedure.

The grievance redressal procedure is advice by which grievance are settled generally
to the satisfaction of the trade union or employees and management. This procedure
is an important part of labour relations .it is essential whether a organization won or
not. The grievance machinery enables a management to detect any defects of working
conditions or in labour relations, and undertake suitable corrective measures. If good
morale and a code of discipline are to be an explosion and production schedules
would be scattered and the morale of employees would be irrespirable impaired
according to Angular, a grievance procedure is essential because it bring uniformity
in the handling of grievance. It gives confidence to the worker, for it he does not get
affair deal, he knows what to do and who to approach to ensure that he does get
justice. It also gives him confidence that his complaint will be investigated and a
decision given in a reasonable period of time.

THE GRIEVANCE PROCEDURE

The most large organization in India have a formal grievance procedure, which
enables an organization to redress those grievances that come under it preview. The
advantages of having a formal procedure are;

A. It provides established and known methods of processing grievances and


keeps this channel of communication open.

B. The redressal of grievances is attempted by

Establishing a fact pertaining to the grievance.

Collecting the fact and evidence

MINOR PROJECT 30
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Asking probing questions related to the grievance

Analyzing facts and data generated and

Taking decision on an impartial basis

C. The role of emotion, which may have caused the grievance in the first place,
can be minimized by the following the process of objective analysis.
D. The process covers several levels in the organization including references to
outside institutions if so desired or provided in the contract.

E. Its existence provides confidence among employees that they can be heard
and that their grievances can be impartially redressed.
F. The mere existence of this procedure therefore is satisfying even though an
employee may never have an occasion to use it.

G. Even if a grievance is not settled in an settled in an employees favour , still


the employee may feel satisfied because he had the opportunity to
communicate and to be heard by the management.

H. Involving various hierarchical levels like middle and senior management in


the grievance redressal process provides a safeguard against the possible
arbitrary or biased decision of the immediate supervisor.

Various levels in the organization get to known of the kinds of issues


that concern workers and managers.

GRIEVANCE HANDLING PROCEDURE IN A COMPANY

COMPANY REPRESENTATIVE UNION


REPRESENTATIVE
ARTBITRATION

MINOR PROJECT 31
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

STEP-3

LOCAL UNION
OWNER OR MANGER
REPRESENTATIVE

STEP-2

SUPERVISOR UNION STEWARDS

STEP-1
EMPLOYEE

DIAGRAM

BASIC ELEMENT OF GRIEVENCE PROCEDURE

These basic elements of grievance redressel procedure are:


1. The existence of a sound channel through which a grievance may pass for
redressal if the previous stage or channel has been found to be inadequate,
unsatisfactory or unacceptable. This stage may comprise three, four, or five
sub stages.
2. The procedure should be simple, definite and prompt, for any complexity
vagueness or delay may lead to an aggravation of the dissatisfaction of the
aggrieved employee.
3. The steps in handling a grievance should be clearly defined.
These should comprises:
A) Receiving and defining the nature of grievance;
B) Getting at the relevant facts, about the grievance;
C) Analyzing the facts, after taking into consideration the economic,
social, psychological and legal issues involved in them;
D) Taking an appropriate decision after a careful consideration of all
the facts; and

MINOR PROJECT 32
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

E) Communicating the decision to the aggrieved employee.


4. Whatever the decision, it should be followed up in order that the reaction to
the decision may be known and in order to determine whether the issue has
been closed or not.

CERTAIN DOS AND DONTS IN HANDLING GRIEVANCES

DO

Investigate and handle each and every care as though it may


eventually result in an arbitration hearing.
Talk with the employees about his grievance; give him a good and full
hearing.
Get the union to identify specific contractual provisions allegedly
violated.
Enforce the contractual time limits.
Comply with contractual time limits for the company to handle a
grievance.
Determine whether all the procedure requirements, as dictated by the
agreement, have been complied with.
Visit the work area where the grievance arose.
Determine if there were any witnesses.
Examine the relevant contract provisions and understand the contract
thoroughly.
Determine there has been equal treatment of employees.
Fully examine prior grievance records.
Evaluate any political connotations of the grievance.
Permit a full hearing on the issues.
Identify the relief the union is seeking.
Treat the union representative as your equal.
Command the respect of the union representatives.
Hold your grievance discussions privately.
Provide the grievance discussions privately.
Provide the grievance process to non-union members as well.
Satisfy the unions right to relevant information.
Demand that proper productivity levels be maintained during the
processing of incentive grievance matter.
Fully inform your own superior of grievance matter.

MINOR PROJECT 33
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

DONT

Discuss the case with the union steward alone; the grievant should
definitely be there.
Make agreements with individuals that are inconsistent with the
labour agreement.
Apply the grievance remedy if the company is wrong.
Hold back the remedy if the company is wrong.
Admit the blinding effect of a past practice.
Relinquish your authority to the union.
Settle grievances on the basis of what is fair. Instead , stick to the
labour agreement which, after all, should be your standard.
Make mutual consent regarding future action.
Bargain over items not covered by the contract.
Concede implied limitations on your managements rights.
Argue grievance issues off the work premises.
Treat as abatable claims demanding the discipline or discharge of
management members.
Commit the company in areas beyond your limits of responsibility or
familiarity.
Give away your copy of the written grievance.
Discuss grievances of striking employees during an illegal work
stoppage.
Settle a grievance when you are in doubt.
Support another supervisor in a hopeless case.
Refer a grievant to a different form of adjudication.
Overlook the precedent value of prior grievance settlement.
Trade a grievance settlement for a grievance withdrawal (or try to
make up for a bad decision in one grievance by bending over
backwards in another).
Give long written grievance answers.
Negate the managements right to promulgate plant rules,
Deny grievance on the premise that your hands have been tied by
management.
Agree to informal amendments in the contract.

MINOR PROJECT 34
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

REFERENCES

Sonia Hunter, Brain H. Klenier,(2004), Effective grievance handling


procedure, management Research news, vol.27.
Flipo, Edwin B, Personnel management, MCGRAW- HILL
international publications.

CHAPTER 3
INDUSTRY PROFILE

MINOR PROJECT 35
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

INDUSTRY PROFILE

The mixed economy of India is characterized by the co-existence of public, private,


joint& co-operative sectors. The objective of accelerating the pace of economic
development and political ideology gave the public sector dominant role in the
industrial development of the nation.
As the bureau of public enterprises, born as the outcome of the conscious
policy of the government to speed up the industrialization of the country with a view
to give added impetus to economic growth as well as to achieve certain socio-
economic goals as enunciated in industrial policy resolution of the government, these
enterprises came to cover a wide spectrum of activities in the basic and strategic
industries like steel ,coal , minerals &metals, petroleum ,heavy engineering
,chemicals fertilizers & pharmaceuticals etc. In other hand consumer goods trading
and marketing activities, transportation services, contracts& consultancy services,
tourist services, financial services development of small industries etc. On the other
hand the overall profile of public sector in India is thus a heterogeneous
conglomerate of basic and infrastructural industries producing consumer goods &
industries engaged in trade, services etc.
The industrial policy resolution of 1956 enlarged the role of public
sector it had a very important role to play in the development of this vast and popular
developing economy .Public enterprises is an instrument for implementation of

MINOR PROJECT 36
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

governments socio-economic policies which have a multitude of objectives set for


them viz.
1. To help in rapid economic growth & industrialization of the country
2. To earn return on investment 7 generate resources for development.
3. To promote re-distribution of income and wealth.
4. To create employment opportunities.
5. To promote balanced regional development.
6. To promote import substitution, save and earn foreign exchange for the
country.

Instrumentation is defined as the art and science of measurements and control.


Instrumentation can be used to refer to the field in which instrument technicians and
engineers work, or it can refer to the available methods of measurement & control
and the instrument ,which facilitate them.
The invention of the valve, like the invention of the wheel is obscured by
antiquity. It is known that the Greek and Egyptian cultures used primitives valve to
divert the flow of water for agricultural use and public consumption. The ancient
Romans refined the concept and development plug valves and checks valve for their
plumping systems. Further developments in valve technology did not occur until
renaissance, when Leonardo Davinci designed canals, irrigation projects, and
hydraulic systems that in cooperated valves.

Valves first began taking a modern bent in designs with the introduction of
Thomas New Comes industrial steam engine in 1705 .The development of steam
engines and valves paralleled and complimented one another, as steam engines
required more sophisticated valves that could with stand high pressures and high
temperatures. However a large scale production of valves did not occur until the
municipal water systems began with New York Citys water works project in 1842.

As the industrial revolution continued and the scope of industry expanded, so


did the development of the modern industrial valve .The quarters-tern plug valve was
developed in the 1920s and diaphragm valve was during 1940s.Since then ,the use

MINOR PROJECT 37
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

of synthetic materials as valve linings has greatly increased the performance of


valves. The ability to automatically control valves in another development of the last
half of the 20th century.

The three companies which were first concerned in the development of electronic
valve were AC crosser Ltd, Edison Swan Electric co. Ltd and two were already
evacuating glass bulbs and Marconis interest stemmed from the application of valve
to radio communication. Large scale production of valve began during the First
World War. When the armed force wanted valve in quantity for radio communication.
Edison Swan crosser began quantity production, but to meet the demand three other
manufacturer also started to make valves. There were General Electric co Ltd (GEC),
which had been formed as a private company in 1889,British Thomson-Houston Co.
Ltd (BTH) which was formed 1896 and metropolitan-Vickers electrical co. Ltd ,then
called British Wasting House Electrical and manufacturing co Ltd ,which was formed
in 1899.By the end of 1918,the principal customers for valve were the government
and the Marconi .

In the immediate post-war years amateurs began to use radio and they often made
their own equipment commercial production of radio valve was still, however done
by amateurs, arid to meet this demand, kits of valve and radio components were
sold , Cossror , Edison Swan ,B.T.H and metro Vick continued their valve
production.

G.E.Cs valve factory was taken over by joint company, which G.E.C formed with
Marconi each owing half the share. The new company was entitled to free use of each
partys patents relating to manufacture of valves. The joint Marconi-Osram valve co
Ltd ,Osram began the trade name G.E.Cs lamps and valve was formed in 1919. A
year later the name of the company changed to the M.O.V Co Ltd.

In current scenario Indian companies are looking at lucrative market as a


number of multi billion petrochemical complexes are coming up in the region. The
growth of valve industry depends totally on the growth of other industries like

MINOR PROJECT 38
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

infrastructure, refinery, chemical industry, petroleum etc. all of these sector including
power, oil and gas, pharmaceutical and petro chemicals is expected to grow at a rapid
pace in the next year .Power and steel are further going to boost the growth of valve
industry.
Manufacturing technologies are improving and new technologies are
emerging in the valve industry. Manufactures are using latest manufacturing and
testing equipments .The valve finishing over the years has improved significantly.
New low emission ,low noise special internals in exotic materials and new control
systems like smart positioners are now used in large quantities.

India today produces world-class products and the country is emerging as


large exporters of valves .Like other countries India has small manufacturers having
their own niche markets. The market is large enough to offer opportunities to all
manufacturers irrespective of their size of operations. The quality of Indian valve is
by and by large acceptable to domestic uses depending on the service and application.
However, large organizations in key sectors have strict buying criteria where the best
brands are purchased after a complete techno-commercial scrutiny of offers
depending on the criticality of application. In fact India is fast becoming a large
exporter of valves now that free imports do not really pose problem for market
growth. The valve industry will grow at 7-8% per annum .Export may grow at 10-
12% per annum due to India becoming competitive compared to manufactures in
Japan ,Europe and USA.

COMPANY PROFILE

Instrumentation Ltd is one of the most reputed public sector units . established
in 1964 at Kota in Rajasthan as its headquarters. The main objectives of the company

MINOR PROJECT 39
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

were of actual reliance in providing systems and instrumentation to the core sectors
of the country.

The second unit of IL was established in 1974 at Palakkad in technical


collaboration with an internationally firm M/S YAMATAKE HONEYWELL Co
Ltd Japan for manufacturing industrial control valves ,pressured valves and allied
items.

Instrumentation Ltd Palakkad has been set up to cater to the requirement of


control valves. Industries like power plant ,steel plant ,chemical and petrochemical
plants ,fertilizers refineries, nuclear power plants etc .Today IL has more than 25
years of experience in this field .Self-reliance in control and instrumentation and the
growing need for an indigenous source and supply of C and I system for core
industries like power, steel, gas. refineries, chemical and petrochemicals, it was to
achieve this prime objective that Instrumentation Ltd was established at Kota
,Rajasthan in 1964.The unit manufactures a wide range of electrical and pneumatic
instruments in collaboration with world renowned leaders like Toshiba-Japan ,H&D-
Germany ,Electric-Japan ,ABB,UK KYOSAN, and BV-Japan.

The second unit was established exactly a decade later at Palakkad dedicated
to the manufacture of control valves ,butterfly valves ,pressure reducing valves and
allied equipment required for the C and I package being supplied the IL . Marketing
division has its headquarters at New Delhi and the network cover for branch offices
at New Delhi , Kolkata, Mumbai and Chennai. IL has diversified in field of
telecommunication, power electronic and railway signalling system.

MINOR PROJECT 40
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

PROMOTERS

This is a public sector under taking and hence the ownership is vested in the
hands of the central government. Governing bodies are managing director who is the
chairman and the board of director. This involves three sector bodies with one joint
secretary and two deputy manager followed by him.

INSTRUMENTATION LIMITED-PALAKKAD

Instrumentation Ltd Palakkad is the first control valve manufacture in India to


get their quality management system certified to meet ISO -9001 requirement,
including CNC Lathes ,CNC Machinery centre ,CNC drilling machines etc. A part
from one of the best facility Instrumentation Ltd ,Palakkad is able to deliver quality
product to meet any tailor-made requirement to their customers.

Instrumentation Ltd Palakkad has one of the best CAD /CAM facilities which
have been instrumental successfully designing very special valves including 16
inches control valve which are largest ever manufacturer in India.

Instrumentation Ltd is a pioneer in its own range in country and maintains


market leadership even now and places a very important path in the industrial belt of
Kanjikode . IL Palakkad is the first control valve manufacturer in India .

MINOR PROJECT 41
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

COMPANYS VISION AND MISSION

VISION

To manufacture and supply quality products to customers .

MISSION

1.High level of customers satisfaction through better quality products and timely
services.

2.Team work and mutual trust.

3. Excellence with economy.

4.Respect and concern for individual.

5.High productivity, for companys growth and nations prosperity.

ISO- 9001 CERTIFICATION

Instrumentation Ltd, Palakkad is the first control valves manufacturer in India to


receive ISO-9001 certification and recertified for 1994 version in January 1998.

DELIVERY

MINOR PROJECT 42
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

The excellent sub-vender base developed by Palakkad unit caters short-term


delivery requirements of fast track projects. ILP have also .substantially added to
its manufacturing capacity to facilitate faster delivery to its customers .Valve size
less ,than 6 inch can be delivered in 6-8 weeks from the date of receipt of firms
order and 8-10 weeks for valves of size above 6 inch and a high pressure valves.

Product of I.L. : -
The company has developed very good product mix. Details of main
products being manufactured in different units are given below: -

Product from Kota unit: -


This is the oldest unit. Main products from this main unit are: -

1. Gas Analysis and Pollution Monitoring Instruments


2. Microprocessor Based Controller and Recorder
3. Electronic Transmitter
4. Telecom Circuits
5. Pneumatic Instruments and Transmitter Pannel
6. Railway Signaling System
7. Modern Distributed Digital Control System
8. Power and Process simulator

Product from Jaipur Unit: -


1. Electronic Milk Tester

2. Uninterruptible Power Supply System

3. Digital Electronic Switching System

Product from Palakkad unit: -


1. Tank Level Gauging System
2. Control Valves
3. Valve Stand for Steel Melting Shop

MINOR PROJECT 43
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

4. Low Noise Valves


5. Pneumatic Control Drives
6. Control Valves for High Pressure Drop
7. Special Below Sealed valves for Nuclear Service
8. Safety Relief Valves
9. Electrical Actuator
10. Large Size soft sealed Butterfly Valves

SERVICES

Instrumentation Ltd is providing global services.IL treats customers THE KING and
he deserves the best .To stick on this idea ,IL offers the following services.

1.An extensive network branch and regional offices to cater to its after sales
services support including trained man power.

2. An ongoing training program to executives ,technicians and end users.

3.A special cell to take up repair modifications of valves ,each of other


makers.

4. ILP have reputation of attending the complaints in time and many


appreciation letters were received for the excellent after sale services even
after warranty .ILP qualifier service personal were honoured by some of its
major clients like EIL,BHEL etc.

5. ILP has provided them its applications engineering, service department


effective procedure and successful management techniques.

MANUFACTURING FACILITIES:

The facilities for manufacture and testing of valves-control valves, butterfly valves
,rotary plug valves ,safety relief valves, pressure reducing valves electrical activators
established at Palakkad plant are one of the best in this part of the world.ILP is the
only company in India to have all in house facility to manufacture globe type control

MINOR PROJECT 44
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

valve ranging from to 30 size and rating up to ANSI 2750 special class and
butterfly valves up to size 2400NB.

A team of engineers and technicians trained for the past . so many years are
available to bring out the best quality product .The plant is also equipped with
sophisticated CNC lathes ,CNC drilling ,machining Centre vertical lathe with a
sewing of 4.3 meters ,roller machine ,productivity of high order ensuring quality
and reliability.

The second unit was established exactly a decade later at Kota dedicated to the
manufacture of control valves, butterfly valves, pressure reducing valves and allied
equipments required for the C&I packages being supplied by I.L. on a turnkey basis.

Pioneer of C & I in India, Instrumentation Ltd., today plays a vital support role
for a very wide spectrum of industrial enterprises ranging from core sector
establishments such as steel, power, cement and oil refineries to large medium and
even small scale industries. It has in its emerged as a company that is truly
contemporary in a global context.

In India I.L. has achieved self reliance in the field of Instrumentation and has
gone on to earn a fair name as the leader in providing turnkey Instrumentation, not
only to the core Indian industry, but also to the overseas market as well. Not only
thus I.L. conserve and earn precious foreign exchange, it has also played a dominant
role in making India self reliant in turnkey Instrumentation skills.

Instrumentation Limited, started its operations in collaboration with M/s Yamatake


Honeywell Co. Ltd., Japan (YH) the world renowed leader in process control
Instrumentation including final control elements like control valves etc.

Total, ILP plays a vital support role for a very wide spectrum of industrial
enterprises in India and abroad.

Further to being market leader in India, have contributed significantly to the


export market, with supplies to erstwhile USSR, Rumania, Hungary, Saudi Arabia,
Zambia, Malta, Egypt, Bangladesh, Singapore, Malaysia etc.

Since 1974, flow Products Division of I.L. has been assimilating and harnessing
technology from around the world, for dedicated application across wide ranging
needs related to fluid flow and control.

MINOR PROJECT 45
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

I.L.s manufacturing range spans Control Valves, Butterfly Valves, Safety Relief
Valves, Flow Elements, Power Cylinders, Pneumatic Actuators, Electrical Actuators,
Pressure Reducing and Desuper heating stations and allied accessories.

Capacity 10000 numbers/year the manufacturing facility is rated as one of the


best in South East Asia. I.L. has bagged major orders against stiff global competition.
I.L. has entered into rate contract agreements with major customers to supply valves
as original equipment. I.L. has been approved by PDO, Oman for supply of Control
Valves.

Quality Assurance: -
ISO-9001 and ISO-14001 certificates were awarded to the Engineering
Directorate at Head Quarters of NPCIL and the Narora Atomic Power Station
respectively.

Assessors from the Confederation of Indian Industry (CII) commended NPCILs


strong commitment to the Total Quality Management (TQM). At Kalpakkam, Quality
Assurance, Non Destructive Testing and Quality Audit were conducted for various
projects of IGCAR.

These services were also provided to other units such as Heavy Water Plant
(Manuguru), Tarapur Atomic Power Station etc. To cater to the needs of R & D and
other engineering projects related to PFBR, a Quality Engineering Services and
Testing Facility was under augmentation.

Employees Welfare: -

Under the Central Health Service Scheme (CHSS), which covers over 72,000
beneficiaries, over 4.80 lakh patients were treated, while the Audiology and Speech
Therapy Unit extended treatment to 3800 patients. As a part of social service activity,
assistance was provided to about 12,000 patients.

MINOR PROJECT 46
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

REFERENCES

India Biz Club. Com


Ilpgt.com.
Www. Products oflip.com

CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

MINOR PROJECT 47
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

TABLE-1

GENDER WISE DISTRIBUTION

GENDE NO: OF REPONDENTS PERCENTAGEOF


R RESPONDENTS

Male 30 60%

Female 20 40%

TOTAL 50 100%

CHART-1

MINOR PROJECT 48
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

GENDER STATUS

2; 40%

1; 60%

Interpretation

The above table shows that 60% of the respondents are male and 40% of them are
female employees.

TABLE-2

AGE RATIO OF EMPLOYEES

AGE NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS

Below 20 0 0

21-30 14 28%

31-40 24 48%

MINOR PROJECT 49
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

40 and above 12 24%

Total 50 100%

CHART-2

AGE RATIO OF EMPLOYEES

10

6
PERCENTAGE
4

0
Below 20 21-30 31-40 40 and above

ATTRIBUTES

INTERPERTATION

It is found out of 50 respondents, none of them belong to the age group of below 20,
28% of them lie between 21-30, 48% of them between 31-40 and 24% of them are 40
and above.

TABLE-3

EDUCATIONAL QUALIFICATION

QUALIFICATION NO: OF REPONDENTS PERCENTAGE OF


RESPONDENTS

MINOR PROJECT 50
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Below higher 12 24%


secondary

Higher secondary 8 16%

Diploma 16 32%

Graduate 10 20%

Post graduate 4 8%

Total 50 100%

CHART-3

EDUCATIONAL QUALIFICATION

40%
30%
20%
10%
0%
y

te
ar

PERCENTAGE
m

ua
nd

lo

ad
ip
co

gr
se

st
er

Po
gh
hi
w
lo
Be

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondents, 24% are below higher secondary, 16%
are higher secondary, 32% are diploma holders, 20% are graduates and 8% are post
graduates.

TABLE-4

MINOR PROJECT 51
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

EXPERIENCE IN THE ORGANIZATION

EXPERIENCE NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS

Less than 5- years 10 20%

5-10 years 6 12%

10-15 years 14 28%

More than 15 years 20 40%

Total 50 100%

CHART-4

EXPERIENCE IN THE ORGANIZATION

40%

30%

PERCENTAGE 20%

10%

0%
Less than 5- years 10-15 years

ATTRIBUTES

INTERPRETATION

Out of 50 respondents 40% of employees are having experience of more than 15


years, 28% of them have experience of 10-15 years, 20% has less than 5 years and
12% of employees were having experience of 5-10 years.

MINOR PROJECT 52
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

TABLE-5

CHANCES OF GRIEVANCE NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Problem with superior 4 8%

Salary and wages 2 4%

Promotion 4 8%

Problem with co workers 20 40%

Work time 3 6%

Discipline 4 8%

Communication problem 13 26%

Total 50 100%

CHART-5

possible chances of grievance


800%
700%
600%
500%
400%
300%
200%
100%
0%
r
rio

PERCENTAGE
s
pe

le
er

ob
rk
su

pr
wo
th

n

wi

io
co

at
m

ic
th
le

un
ob

wi

m
Pr

m
le

Co
ob
Pr

ATTRIBUTES

INTERPRETATION

Out of 50 respondents , the possible chances of grievance with employees are,4%


having grievance with salary and wages,6% of the employee grievance with work

MINOR PROJECT 53
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

time,8% of them have problem with superior, promotion and discipline,26% of them
have communication problem , 40% of the employee have grievance with co-workers

CHART-6

GRIEVANCE IN THE ORGANIZATION

GRIEVANCE NO:OF RESPONDENTS PERCENTAGE OF NO:OF

RESPONDENTS
Mostly 10 20%

Rarely 20 40%

Sometimes 7 14%

Not at all 13 26%

Total 50 100%

CHART-6

MINOR PROJECT 54
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Grievance

500%

400%

300%
PERCENTAGE
200%

100%

0%
Mostly Rarely Sometimes Not at all

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondents, 40% of employees rarely face
grievance, 20% faces mostly, 14% faces sometimes and 26% not at all faces any
grievance in the organization.

TABLE 7

WHOM DIDYOU SHARE YOUR GRIEVANCE

REPORTING HEAD NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Function head 13 26%

Co- workers 3 6%

Supervisor 8 16%

Management 15 30%

Head of the H R department 11 22%

Total 50 100%

CHART-7

MINOR PROJECT 55
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

SHARE GRIEVANCE
30%

25%

20%

15%

PERCENTAGE 10%

5%

0%
ad

t
en
he

em
n

ag
tio

an
nc

M
Fu

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondents,30% employees report their grievance to
management, 26% of employees report grievance to function head , 22% of them
report to head of H R department, 16% of them report to supervisor and 6% of
employees are report their grievance to co-workers

TABLE 8

MODE OF SHARING GRIEVANCE

MODE NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
ORAL 21 42%

WRITTEN 29 58%

Total 50 100%

MINOR PROJECT 56
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CHART 8

MODE OF COMMUNICATION

ORAL ; 42%

WRITTEN; 58%

INTERPRATION

The above reveals that 58% of the respondents supports that the mode of sharing
grievance is written and the mode of sharing grievance is written and the rest 42%
support it as oral.

TABLE-9

EMPLOYEE SATISFACTION TOWARDS SOLVED GRIEVANCE

SATISFACTION NO: OF REPONDENTS PERCENTAGE OF


RESPONDENTS
Yes 36 72%

MINOR PROJECT 57
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

No 10 20%

Some what 4 8%

Total 50 100%

CHART 9

CHART FOR EMPLOYEE SATISFACTION.

SATISFACTION TOWARDS SOLVED GRIEVANCE

Some what; 8%

No; 20%

Yes; 72%

INTERPRATION

The above table shows that 72% of respondents were satisfied with the solving of
grievance that existed before, 8% were somewhat satisfied and 20% was not
satisfied.

TABLE 10

MINOR PROJECT 58
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

SOLVING OF GRIEVANCE

SOLVING OF GRIEVANCE NO: OF RESPONDENTS PERCENTAGE OF

RESPONDENTS
Management 41 82%

Union leaders 6 12%

Arbitrator 3 6%

Total 50 100

CHART 10

CHART FOR SOLVING OF GRIEVANCE

Solving of grievance

90%
80%
70%
60%
PERCENTAGE 50%
40%
30%
20%
10%
0%
Management Union leaders Arbitrator

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondents 82% of them feel that most of the
grievance in their organization is solved by management 6%feel that grievance is
handled by arbitrator and the rest 12% feels that is by union leaders.

MINOR PROJECT 59
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

TABLE 11

DECISION MAKING AUTHORITY FOR GRIEVANCE HANDLING MEC HANISAM

AUTHORITY NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Top management 36 72%
Trough Informal 2 4%
Through union leaders 7 14%
legal expert 3 6%
Head of department 2 4%
Total 50 100%

CHART 11

CHART FOR DECISION MAKING AUTHORITY

DECISION MAKING AUTHORITY


80%
70%
60%
50%
40%
30%
20%
PERCENTAGE
10%
0%
t

t
s
en

en
er
ad
em

m
rt
le
ag

pa
n
an

io

de
un
m

of
h
p

d
ug
To

ea
ro

H
Th

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondents 82% of them feel that most of the
grievance in their organization is solved by top management,14% through union

MINOR PROJECT 60
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

leaders, 6%through legal experts ,4% through informal and 4% grievance are solved
by head of the department

TABLE 12

COMBANY STATUTORY NORMS FOLLOWED IN TAKING THE DECISION

STATUTORY NORMS FOLLOWED IN NO: OF RESPONDENTS PERCENTAGE OF


TAKING THE DECISION RESPONDENTS
Yes 39 78%
No 11 22%
Total 50 100%

CHART 12

CHART FOR COMBANY STATUTORY NORMS FOLLOWED IN TAKING THE DECISION

STATUTORY NORMS FOLLOWED IN TAKING THE DECISION

No; 22%

Yes; 78%

INTERPRETATION

MINOR PROJECT 61
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

The above table illustrates that 78% of the respondents feels that company Statutory
Norms followed in taking the decision and 22% feels that company Statutory Norms
not followed in taking the decision

TABLE 13

GRIEVANCE HANDLING PROCESS

TIME NO: OF PERCENTAGEOF


REPONDENTS RESPONDENTS

2 weeks 9 18%

6 weeks 12 24%

Indefinite 7 14%

Depend up on nature of 22 44%


complaint

Total 50 100%

CHART-13

CHART OF GRIEVANCE HANDLING PROCESS

MINOR PROJECT 62
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

GRIEVANCE HANDLING PROCESS


45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

nt
ite
s

s
ek
ek

ai
fn
we

we

pl
PERCENTAGE

de

m
2

In

co
of
re
tu
na
on
up
d
en
ep
D

ATTRIBUTES

INTERPRETATION

The above table illustrates the time taken for grievance handling process,18% of the
employees opinion are 2 weeks time to take the process,14% indefinite ,24% of them
are agree 6 week,44% the employees says the depend up on the nature of the
complaint

TABLE 14

CONSEQUENCES AFTER FILING GRIEVANCE COMPLAINT

CONSEQUENCES NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Not at all 38 76%

Harassment and Non co-operation 2 4%

Blockage of remuneration 0 0%

Chance of Transfer to different 3 6%


location
effecting promotion 7 14%

Total 50 100%

CHART -14

MINOR PROJECT 63
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CONSEQUENCES AFTER FILING GRIEVANCE COMPLAINT


80%
70%
60%
50%
40%
30%
20%
10%
0%

n
al

tio
PERCENTAGE
at

ca
ot

lo
N

nt
re
fe
di
o
rt
fe
s
an
Tr
of
ce
an
Ch

ATTRIBUTES

INTERPRETATION

The above table illustrates those , consequences after filing grievance complaint : ,
4% of the employees have Harassment and Non co-operation, 6% Chance of Transfer
to different location ,14% effecting promotion ,76% Not at all

TABLE 15

SATISFACTION WITH SETTLEMENT OF GRIEVANCE

SATISFACTION LEVEL NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Completely 39 78%

To a satisfactory 9 18%

Not at all 2 04%

Total 50 100%

MINOR PROJECT 64
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CHART-15

SATISFACTION WITH SETTLEMENT OF GRIEVANCE

80%
70%
60%
50%
PERCNTAGE 40%

30%
20%
10%
0%
Completely To a satisfactory Not at all

ATTRIBUTE

INTERPRETATION

The study reveals that out of 50 respondent, satisfaction with settlement of


grievances:

78% Completely satisfied ,18% of moderately satisfied, 04% Not at all satisfied

TABLE 16

GRIEVANCE REPEATED AGAIN AND AGAIN

REPEATED AGAIN AND AGAIN NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS
Yes 13 26%

No 37 74%

MINOR PROJECT 65
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Total 50 100%

CHART-16

GRIEVANCE REPEATED AGAIN AND AGAIN

Yes; 26%

No; 74%

INTERPRETATION

The above table illustrates that 26% of the respondents feels that grievance repeated
again and again, and 74% feels that grievance not repeated

TABLE 17

TEMPRORARY RELIEF

TEMPRORARY RELIEF NO: OF RESPONDENTS PERCENTAGE OF


RESPONDENTS

MINOR PROJECT 66
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Yes 19 22%

No 31 78%

Total 50 100%

CHART-17

TEMPRORARY RELIEF

Yes; 23%

No; 78%

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 22% of the
respondents feels that temporary relief provided until proper decision is made, and
78% feels that no temporary relief provided

TABLE 18

MINOR PROJECT 67
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

OPPORTUNITY TO TAKE IT TO HIGHER OFFICIAL

OPPORTUNITY TO TAKE IT TO NO: OF RESPONDENTS PERCENTAGE OF


HIGHER OFFICIAL RESPONDENTS

Yes 46 92%

No 4 08%

Total 50 100%

CHART-18

OPPORTUNITY TO TAKE IT TO HIGHER OFFICIAL

No; 8%

Yes; 92%

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 92% of the
respondents feels that opportunity to take it to higher official, and 8% feels that no
opportunity to take it to higher official

MINOR PROJECT 68
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

TABLE 19
OPEN TO SHARE YOUR GRIEVANCES

OPEN TO SHARE YOUR NO: OF RESPONDENTS PERCENTAGE OF


GRIEVANCES RESPONDENTS

Yes 39 78%

No 11 22%

Total 50 100%

CHART 19

OPEN TO SHARE YOUR GRIEVANCES

No; 22%

Yes; 78%

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 78% of the
respondents feels that open to share their grievances , and 22% are not open to share
grievances

MINOR PROJECT 69
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

TABLE 20
RELEVANT TO GRIEVANCE ARE KEPT CONFIDENTIAL

KEPT CONFIDENTIAL NO: OF RESPONDENTS PERCENTAGE


OF
RESPONDENTS
Yes 41 82%

No 9 18%

Total 50 100%

CHART 20

RELEVANT TO KEPT CONFIDENTIAL

No; 18%

Yes; 82%

MINOR PROJECT 70
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 82% of the
respondents feels that relevant to grievance are kept confidential, and 18% are not
relevant to grievance are kept confidential

TABLE 21
RECORDS MAINTAINED ON EACH GRIEVANCE

RECORDS MAINTAINED ON NO: OF REPONDENTS PERCENTAGE OF


EACH GRIEVANCE RESPONDENTS

Yes 42 84%

No 8 16%

Total 50 100%

CHART 21

MINOR PROJECT 71
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE


RECORDS MAINTAINED ON EACH GRIEVANCE

No; 16%

Yes; 84%

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 84% of the
respondents feels that records maintained on each grievance, and 16% records not
maintained on each grievance

TABLE 22
SATISFIED BY THE GRIEVANCE REDRESSAL PROCEDURE

SATISFIED BY THE NO: OF RESPONDENTS PERCENTAGE OF


GRIEVANCE REDRESSAL RESPONDENTS
PROCEDURE
Yes 36 72%

No 7 14%

MINOR PROJECT 72
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

somewhat 7 14%

Total 50 100%

CHART 22

SATISFIED BY THE GRIEVANCE REDRESSAL PROCEDURE

80%
70%
60%
50%
PERCENTAGE 40%
30%
20%
10%
0%
Yes No somewhat

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 72% of the
respondents feels that satisfied by the grievance redressal procedure, and 14% not
satisfied by the grievance redressal procedure ,and 14% somewhat satisfied by the
grievance redressal procedure

TABLE 23
SOLUTION IMPLEMENTED PROPERLY

SOLUTION IMPLEMENTED NO: OF RESPONDENTS PERCENTAGE OF


PROPERLY RESPONDENTS

MINOR PROJECT 73
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Yes 40 80%

No 6 12%

somewhat 4 08%

Total 50 100%

CHART 23

SOLUTION IMPLEMENTED PROPERLY

80%
60%
PERCENTAGE 40%
20%
0%
Yes No somewhat

ATTRIBUTES

INTERPRETATION

The study reveals that out of 50 respondent , above table illustrates that 80% of the
respondents feels that solution implemented properly, and 12% not solution
implemented properly ,and 8% somewhat solution implemented properly

MINOR PROJECT 74
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

CHAPTER 5

FINDINGS, CONCLUSIONS AND SUGGESIONS

MINOR PROJECT 75
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

FINDINGS
The company is well organized and structured.
60% of the respondents are male and 40% are female.
48% of the respondents are between the age of 31-40 and 24% are above 40
24% of respondents have qualification of higher secondary and below, 20%

are graduates and post graduates and 8% are diploma holders.


40% of respondents have experience of more than 15 years and 20% have less

than 5 years of experience.


76% of respondents say that during their service in the organization they
never had come across leading to a complaint and 24% says that they had.

40% of the respondents comments that they rarely face grievance in the

organization, 20% faces mostly, 14% faces sometimes and 26% say that they

not all face any grievance in the organization.


27.26% of respondents report grievance to function head, 16% to supervisors,

6% to co- workers, 30% to management and 22% reports its to HOD.


58% of the respondents agree that mode of sharing grievance is written and

the rest 42% agrees its oral.


72% of the respondents say that the grievance that they faced before was

solved to a satisfactory level, 20% say it as somewhat satisfactory and 8% say

that it was not at all solved to a satisfactory level.


82% of the respondents feel that the grievance is solved by management, 12%

feels it to be union leaders and the rest 6% feels its as arbitrators..


54% of the respondents say that they are sometimes informed on what is

being done about their grievance, 38% say they are very often being informed

and 8% say they are not at all informed.


84% agrees that duration of handling grievance depends upon level and 16%

say duration is indefinite.


82% of the respondents feel that management collects all the details about

their grievance once grievance is filed and 18% do not.

MINOR PROJECT 76
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

30% of the respondents are completely satisfied by the settlement of

grievance by management, 52% to a satisfactory and 18% are not at all

satisfied.
90% of the respondents feel that there is a positive and friendly approach

during grievance handling and 10% do not.


78% of the respondents say that there is a temporary relief provided until

proper decision is made and 22% do not agree this statement.


92% of the respondents say that they are given the opportunity to take their

grievance to higher officials if once the decision was not satisfactory and 8%

do not feel so.


78% of the respondents say that their feel open to share their grievance and

22% do not feel open to sharing grievance.


82% of the respondents feel that the matters relevant to grievance are kept

confidential and 18% do not feel so.


84% of the respondents say that proper records are maintained for grievance

and 16% disagree this.

80% of the respondents are satisfied by the grievance redressel procedure in


the organization and 20% are not satisfied.

CONCLUSION

Instrumentation limited is one of the most reputed public sectors which were
established in 1964 at Kota in Rajasthan as its headquarters. The main objectives of
the company were of actual reliance in providing systems and instrumentation to the
core sectors of the country. ILP has been set up to cater to the requirement of control
valves and allied final control for core sectors process industries like power plant,
steel plant, chemical and petrochemical plants, fertilizers refineries, nuclear power
plants etc.

MINOR PROJECT 77
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

The study is aimed at finding the effectiveness of grievance handling at ILP.


Researcher conducted survey among the workers in the organization. The data was
collected by means of a questionnaire distributed among the workers. Employees
independently answered the questions and such data collected was tabulated,
analyzed and interpreted to give certain suggestions. Based on the findings, it can be
concluded that the grievance handling mechanism in the organization is effective
future improvements can be made so that all members are highly satisfied with the
procedure.
Cooperation among employees is needed by any organization that
wants to grow continuously. In the fast changing environment, organization can scale
new heights only through the effective and efficient use of human resources. From
the study it very clear that ILP is recognizing the importance of satisfying the
employees and retaining them.

SUGGESTIONS

Job descriptions, responsibilities, should be as clear as possible. Everyone

should be informed of companys goals and expectation including what is

expected from each individual.


Informal counseling helps to address and manage grievances in the work

place.

MINOR PROJECT 78
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Conflict management in the organization will be helpful to reduce the number

of grievance rates.
Open door policy can be used. The barriers that exist between the various

categories are to some extent broken by personal contact and mutual

understanding.
Suggestion boxes can be installed. This brings the problem or conflict of

interest to light.
Accident rates, requests for transfers, resignations 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 increases his/her

frustration and anxiety and thereby not affecting his/her morale and

productivity.
The grievant should be updated with what is being on his/her grievance.
Management should maintain good relationship with employees so that they

feel open to share their grievance.


Communication with the employees can be carried out through notices or

circulars, followed up staff meetings for the purpose of obtaining feedback, a

addressing concerns and providing assurances.

APPENDIX

EMPLOYEE QUESTIONNAIRE

(KINDLY ANSWER FOR ALL THE QUESTIONS)

Dear Sir/Madam,

MINOR PROJECT 79
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

I am MIDHUN GOVIND, 3rd. semester M.B.A student of School of


Management

studies Palakkad. Doing a project on Effectiveness of Grievance Handling


Mechanism

Among Non Managerial Employee in INSTRUMENTATION LIMITED


KANJIKODE
in the partial fulfillment of the requirements for the award of the degree of Master of Business

Administration. I request you to kindly co-operate with my study, and assure that the information

provided by you will be kept confidential and would be used only for writing the project report.

1. Are you aware of the grievance Redressal procedure in the organization? (If yes, continue

with the questionnaire, if no, Please return).

YES [ ] NO [ ]

PERSONAL DETAILS

2. Gender
Male [ ] Female [ ]
3. Age
Below 20 [ ] 21 30 [ ]
31 40 [ ] 40 and above [ ]
4. Educational qualification.
Below higher secondary [ ]
Higher secondary [ ]
Diploma [ ]
Graduate [ ]
Post graduate [ ]

5. How long you have been working this organization?

Less than 5 years [ ] 5 10 years [ ]

10 15 years [ ] More than 15 years [ ]

6. Your designation in this organization

7. what are the possible chances of grievance in your organization ?

Problem with superior [ ]


Salary and wages [ ]
Promotion [ ]
Problem with co workers [ ]
Work time [ ]

MINOR PROJECT 80
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

Discipline [ ]
Communication problem [ ]
8. How often have you faced grievance in this organization?

Mostly [ ] rarely [ ] Sometimes [ ] Not at all [ ]

9. With whom did you share/ report your complaint/ grievance.


Function head [ ]
Co- workers [ ]
Head of the H R department [ ]
Supervisor [ ] Management [ ] Others please specify

10. What are the Mode of communicating.?


Oral [ ] Written [ ]

11. Was the grievance solved to a satisfactory level ?

Yes [ ] No [ ] Somewhat [ ]

12. I feel, most of the grievances here are solved by

Management [ ] Union Leaders [ ] Arbitrator [ ]

Any other, specify..

13. In your opinion decision making authority for grievance handling mechanism?
Top management[ ] Trough Informal[ ] Through union leaders[

]
Head of department[ ] legal expert[ ]

14. Is your company Statutory Norms followed in taking the decision ?

Yes [ ] No [ ] Somewhat [ ]

15. How much time your superior takes on a complaint (during of handling process).
2 weeks [ ] 6 weeks [ ] Indefinite [ ] depends upon Nature of complaint [ ]

16. If grievance is filed does management collect all the details about your problem?
Yes [ ] No [ ]
17. Is there any consequences after filing Grievance complaints?

Not at all [ ] Harassment and Non co-operation [ ] Blockage of remuneration [ ]

Chance of Transfer to different location [ ] effecting promotion [ ]

MINOR PROJECT 81
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE

18. Are you satisfied with settlement of grievance by management?


Completely [ ] To a satisfactory [ ] Not at all [ ]

19. Is there same Grievance Repeated Again and Again


Yes [ ] No [ ]

20. Is there any temporary relief provided until proper decision is made so that it does not raise

any adverse effects within the organization?


Yes [ ] No [ ]

21. If the decision is not satisfactory are you given opportunity to take it to higher officials?
Yes [ ] No [ ]

22. Do you feel open to share you grievances?


Yes [ ] No [ ]

23. Do you feel that the matters relevant to the grievance are kept confidential.?
Yes [ ] No [ ]

24. Are proper records maintained on each grievance?


Yes [ ] No [ ]

25. Are you satisfied by the grievance redressal procedure here?


Yes [ ] No [ ] Somewhat [ ]

26. Solution of ultimate orders of the Complaints Implemented properly?

Completely [ ] To a satisfactory [ ] Not at all [ ]

THANK YOU FOR YOUR VALUABLE TIME.

MINOR PROJECT 82
SMS PALAKKAD