SUMMER PROJECT REPORT

ON

GRIEVANCE HANDALING
Prepared and presented to

GRASIM INDUSTRIES LTD (SFD), NAGDA (M.P.)

UNDER THE GUIDANCE OF

Mr. V. K. Sharma Prof. Namita Shrivastava

(Sr. V.P. HRM) (Associate Prof. ICCMRT Lko.)

BY

HARSH VARDHAN

ENROLL. NO. 1412470051

OF

INSTITUTE OF COOPERATIVE AND CORPORATE MANAGEMENT,

RESEARCH AND TRAINING, LUCKNOW
 ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me

during the writing of this project. My deepest thanks to Prof. Namita Shrivastav, the

Guide of the project for guiding and correcting various documents of mine with

attention and care. She has taken pain to go through the project and make necessary

correction as and when needed. I express my thanks to the Principal of, Institute of

Co-operative and Corporate Management, Research and Training, for extending his

support. My deep sense of gratitude to Mr. V. K. Sharma (Sr. Vice President,

HRM, Mr. A. Patnayak (GM IR), Grasim Industries Ltd. (VSF) Nagda for his

support and guidance. Thanks and appreciation to the helpful people at Grasim

Industries Ltd. (VSF) Nagda, for their support. I would also thank my Institution and

my faculty members without whom this project would have been a distant reality. I

also extend my heartfelt thanks to my family and well wishers.

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 DECLARATION

I hereby declare that the project work entitled ‘A Study on Employee Job

Satisfaction’ is a record of an original work done by me under the guidance of Mr.

Awdhesh Kumar (Asst. Manager IR, Grasim Industries Ltd. SFD, Nagda) and

Prof. Namita Shrivastav and this project work has not performed the basis for the

award of any Degree or diploma and similar project if any.

Harsh Vardhan

Enrolment No. 1412470051

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 TABLE OF CONTENTS

Sr. No. Content Page No.

1 Introduction of the company

Introduction of the Company 4

Introduction of SFD Grasim at Nagda 34

2 Objectives of the Study 45

3 Introduction to the Grievance 47

Grievance handling procedure at Grasim 70

4 Research Methodology 72

5 Data Analysis and Interpretation 86

6 Suggestions and Recommendations 106

7 Conclusion 107

8 Limitations of Study 108

9 Annexure 109

10 Bibliography 112

4
 THE ADITYA BIRLA GROUP: A PREMIUM

GLOBAL CORPORATION:

A US $41 billion (Rs. 2,50,000 crore) corporation, the Aditya Birla Group is

in the League of Fortune 500. It is anchored by an extraordinary force of over 120,000

employees, belonging to 42 nationalities. The Aditya Birla Group has been ranked

fourth in the world and first in Asia Pacific in the ‘Top Companies for Leaders’ study

2011, conducted by Aon Hewitt, Fortune Magazine and RBL (a strategic HR and

leadership Advisory firm). The Group has topped the Nielsen's Corporate Image

Monitor 2014-15 and emerged as the Number one corporate, the 'Best in Class', for

the third consecutive year.

Over 50 per cent of the Group’s revenues flow from its overseas operations. It

operates in 36 countries.

Globally, the Aditya Birla Group is:

 A metals powerhouse, among the world's most cost-efficient aluminium and

copper producers. Hindalco-Novelis is the largest aluminium rolling company.

It is one of the three biggest producers of primary aluminium in Asia, with the

largest single location copper smelter.

 No.1 in viscose staple fibre

 No.1 in carbon black

 The fourth-largest producer of insulators

 The fifth-largest producer of acrylic fibre

 Among the top 10 cement producers globally

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  Among the best energy-efficient fertiliser plants

 The largest Indian MNC with manufacturing operations in the USA, wherein

95 per cent of the workforce comprises of Americans

Aditya Birla Group – The Indian Scenario

 A top fashion (branded apparel) and lifestyle player

 The second-largest player in viscose filament yarn

 The largest producer in the chlor-alkali sector

 Among the top three mobile telephony companies

 A leading player in life insurance and asset management

 Among the top two supermarket chains in the retail business

Aditya Birla Group – Beyond Business

 Reaches out annually to 7 million people in 3,000 villages in India through the

Aditya Birla Centre for Community Initiatives and Rural Development,

spearheaded by Mrs. Rajashree Birla.

 Focuses on: health-care, education, sustainable livelihood, infrastructure and

espousing social reform.

 Runs 42 schools which provide quality education to 45,000 children. Of these

18,000 students belong to the underprivileged segment. Merit Scholarships are

given to an additional 12,000 children from the interiors.

 Its 18 hospitals tend to more than a million villagers.

 Ongoing education, healthcare and sustainable livelihood projects in

Philippines, Thailand, Indonesia, Egypt, Korea and Brazil, lift thousands of

people out of poverty.

6
  Set up the Aditya Birla India Centre at the London Business School.

VISION AND VALUES

Our Vision:

To be a premium global conglomerate, with a clear focus on each of the businesses.

Our Mission:

To deliver superior value to our customers, shareholders, employees and society at

large.

Our Values:

 Integrity : Acting and taking decisions in a manner that is fair and honest.

Following the highest standards of professionalism and being recognised for

doing so. Integrity for us means not only financial and intellectual integrity,

but encompasses all other forms as are generally understood.

 Commitment : On the foundation of Integrity, doing all that is needed to

deliver value to all stakeholders. In the process, being accountable for our own

actions and decisions, those of our team and those in the part of the

organisation for which we are responsible.

 Passion : An energetic, intuitive zeal that arises from emotional engagement

with the organisation that makes work joyful and inspires each one to give his

or her best. A voluntary, spontaneous and relentless pursuit of goals and

objectives with the highest level of energy and enthusiasm.

 Seamlessness : Thinking and working together across functional groups,

hierarchies, businesses andgeographies. Leveraging diverse competencies and

perspectives to garner the benefits of synergy whilepromoting organisational

unity through sharing and collaborative efforts.

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  Speed : Responding to internal and external customers with a sense of

urgency. Continuously striving to finish before deadlines and choosing the

best rhythm to optimise organisational efficiencies.

LOGO OF ADITYA BIRLA

A new corporate logo of Aditya Birla Group was launched in 1996 to the honour of

the memory of late Mr. Aditya Birla. The logo is Aditya – The Rising Sun.

The name “Aditya Birla” evokes all that is positive in business and in life. It

exemplifies integrity, quality, performance, perfection and above all, character.

Our logo is the symbolic reflection of these traits. It is the cornerstone of our

corporate identity. It helps us leverage the unique Aditya Birla brand and endows us

with a distinctive visual image.

Depicted in vibrant, earthy colours, it is very arresting and shows the sun rising over

two circles – an inner circle symbolising the internal universe of the Aditya Birla

Group with an outer circle symbolising its external universe; and a dynamic meeting

of rays converging and diverging between the two.

Through its wide usage, we create a consistent, impact-oriented Group image. This

undoubtedly enhances our profile among our internal and external stakeholders.

8
Our corporate logo thus serves as an umbrella for our Group. It signals the common

values and beliefs that guide our behaviour in all our entrepreneurial activities. It

embeds a sense of pride, unity and belonging in all of our 120,000 colleagues

spanning 36 countries and 42 nationalities across the globe. Our logo is our best

calling card that opens the gateway to the world.

— Dr. Pragnya Ram as the Chief Custodian of the Aditya Birla Group logo.

9
LEADERSHIP TEAM

Our leadership team provides strategic direction to Group companies. The team

comprises:

Mr. Kumar Mangalam Birla Mr. Rajiv Dube

Chairman – Aditya Birla Group Director – Group Corporate Services

Mrs. Rajashree Birla Mr. Pranab Barua

Chairperson, The Aditya Birla Centre Business Director – Retail & Apparel

for Community Initiatives and Rural

Development Dr. Santrupt B. Misra

Director – Group Human Resources

Mr. Ajay Srinivasan Chief Executive Officer – Carbon

Director, Financial Services Black

Mr. Adesh Gupta Mr. Thomas Varghese

Whole Time Director & Chief Business Head – Textiles, Acrylic

Financial Officer – Grasim Industries Fibre & Overseas Spinning

Chief Financial Officer - Global Pulp

and Fibre Business

Mr. Tuhin Mukherjee

Mr. Debu Bhattacharya Managing Director – Essel Mining

Managing Director – Hindalco Sector Head – Minerals Resources

Vice Chairman – Novelis Development

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Mr. Dev Bhattacharya Mr. Askaran Agarwala

Group Executive President - Corporate Birla Group Trusts & Special

Strategy and Business Development Community Project

Business Head - Solar Power Business

Mr. Himanshu Kapania Mr. Shailendra Jain

Managing Director – Idea Cellular Chairman – Business Review Council,

Manufacturing Business

Mr. K. K. Maheshwari Dr. Bharat Singh

Managing Director – Grasim Industries Business Review Council – Services

Sector Head – Fibre & Textile Business

Mr. Lalit Naik

Managing Director - Aditya Birla Nuvo Mr. D.D. Rathi

Sector Head - Chemicals Business Review Council – Services

Business
Mr. Omprakash Puranmalka

Managing Director - UltraTech Cement

11
COMPANIES OF ADITYA BIRLA GROUP:

1. NOVELIS INC. :

Novelis is the world’s premier producer of rolled aluminum products. The

company produces an estimated 14 per cent of the world’s flat rolled aluminum

products. Novelis operates 25 manufacturing facilities in nine countries in four

continents, with nearly 11,000 employees. The company is headquartered in Atlanta,

USA.

With its industry-leading assets, commitment to innovation and expertise,

Novelis is the only company able to produce premium aluminum rolled products in all

four continents where it operates. End-use applications for its aluminum rolled sheet

include beverage and food cans, automotive, transportation, consumer electronics,

construction and industrial products.

Novelis is the largest recycler of aluminum in the world and is committed to

achieving an 80 per cent recycled content goal by 2020. It follows a sustainable

manufacturing model, where new aluminum products are re-created from recycled

materials, saving natural resources and allowing for the creation of consumer products

that have a lower environmental footprint.

The company’s advanced technology and commitment to process and product

innovation adds a significant value in important global markets, including

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transportation, packaging, architecture and consumer electronics. The team of

scientists and technologists work closely with customers to help make cars more

efficient, drinks more refreshing, buildings more beautiful and electronics more

attractive.

Novelis was honoured with Industry Leadership Award - Aluminum at Platts

Global Metals Award 2014. The award recognises Novelis' decisive action to

transform its business, demonstrated leadership as a first-mover and willingness to

take risks by making fundamental changes in the way it operates.

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 2. HINDALCO INDUSTRIES LIMITED

With a consolidated turnover of about US$15 billion, Hindalco Industries

Limited, the metals flagship company of the Aditya Birla Group , is the world's

largest aluminium rolling company, and one of the biggest producers of primary

aluminium in Asia. The company enjoys a dominant position amongst the aluminium

manufacturers in India. An integrated producer with low-cost alumina and aluminium

facilities combined with high-end rolling capablilities, Hindalco has a global footprint

in 11 countries outside India.

Established in 1958, Hindalco commissioned its aluminium facility at

Renukoot in eastern Uttar Pradesh in 1962. Its three well-equipped foil rolling plants

(Mouda, Silvassa and Kollur) give Hindalco a major presence amongst the aluminium

foil manufacturers in India.

With acquisitions and mergers with Indal, Birla Copper and the Nifty and

Mt. Gordon copper mines in Australia, the company strengthened its position in value

added alumina, aluminium and copper products, with vertical integration through

access to captive copper concentrates. An industry leader in copper, its copper smelter

is the world's largest custom smelter at a single location. Birla Copper also produces a

wide range of products, the by-products of which include acids and fertilise.

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 3. ULTRA TECH CEMENT LIMITED :

With an annual capacity of 63 million, UltraTech Cement is the largest

cement company in India and amongst the leading producers of cement globally.

UltraTech is also the largest manufacturer of white cement and ready mix concrete

(RMC) in India. As a responsible contributor towards sustainable development,

UltraTech Cement balances the growing demand for cement and its environmental

implications by developing and championing sustainable solutions.

Products

As the largest cement company in India, UltraTech provides a range of

products that cater to the needs of various aspects of construction, ranging from

foundation to finish. This includes Ordinary Portland Cement, Portland Blast Furnace

Slag Cement, Portland Pozzalana Cement, White Cement, Ready Mix Concrete,

Building Products and a host of other building solutions. A consumer validated

Superbrand, UltraTech offers premium quality products that are reliable, green and

innovative, making it one of the top choices of every discerning engineer and

customer.

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Brands

Cement is sold under the brands ‘UltraTech, UltraTech Premium and Birla

Super.’ White cement is manufactured under the brand name — ‘Birla White’, ready

mix concretes under the name — ‘UltraTech Concrete’ and new age building products

under the names — ‘Xtralite, Fixoblock, Seal & Dry and Readiplast’. UltraTech

Building Solutions is a retail format that caters to the end consumer providing a

variety of primary construction materials under one roof.

Global operations

UltraTech Cement has 12 composite plants, one white cement plant, one wall

care putty plant, one clinkerisation plant in the UAE, 16 grinding units (12 in India,

two in the UAE and one each in Bahrain and Bangladesh) and six bulk terminals (five

in India and one in Sri Lanka). UltraTech Cement is also India's largest exporter of

cement and clinker reaching out to meet demand in countries around the Indian Ocean

and the Middle East.

The company's subsidiaries are Dakshin Cements Limited, Harish Cements

Limited, UltraTech Cement Lanka (Pvt) Ltd and UltraTech Cement Middle East

Investments

Limited.

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 4. IDEA CELLULAR LIMITED :

Idea Cellular is an Aditya Birla Group Company, India's first truly

multinational corporation. Idea is a pan-India integrated GSM operator offering 2G

and 3G services, and has its own NLD and ILD operations, and ISP license. With

revenue of Rs. 31,571 crore; revenue market share of nearly 17.5 per cent; and

subscriber base of over 161 million in FY 2013, Idea is India’s third largest mobile

operator. Idea ranks among the top 10 country operators in the world with a traffic of

over 1.5 billion minutes a day.

Idea’s robust pan-India coverage is built on a network of over 100,000 2G

and 3G cell sites, spread across over 55,000 towns in India.

Using the latest in technology, Idea provides world-class service delivery through the

most extensive network of customer touch points, comprising nearly 4,500 exclusive

Idea outlets, and over 7,000 call centre seats. Idea’s customer service delivery

platform is ISO 9001:2008 certified, making it the only operator in the country to

have this standard certification for all 22 service areas and the corporate office.

Idea has consistently stayed ahead of the industry in VLR reporting. Idea’s

thought leadership on Mobile Number Portability (MNP) has enabled it to stay as the

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top gainer with the highest net gain. Every 4th mobile user who exercises choice

through MNP, prefers Idea.

Idea offers a range of high-speed mobile broadband devices including

Android based 3G smartphones, dongles etc. Idea’s wide portfolio of 3G smartphones

offer the latest in 3G applications and high-end data services such as Idea TV, games,

social networking etc. at affordable prices.

Idea has been a pioneer in introducing customised product offerings for

segmented customers. It is the first mobile operator to introduce innovative value

added services in the Indian telephony market, and has remained ahead of the industry

in data product offerings.

Idea has received several national and international recognitions for its path-

breaking innovations in mobile telephony products and services. Idea won the

prestigious ‘NDTV Business Leadership Award’ in the telecom category for its solid,

consistent performance in 2012. It was the winner of ET Telecom Awards 2012, in

the categories — ‘Customer Experience Enhancement’, ‘Excellence in Marketing’,

and ‘Innovative Products’. Idea also won the ‘Best Ad Campaign of the Year’ award

for the popular Honey Bunny campaign at the Tele.Net Telecom Awards 2012.

Idea won the ‘Best Brand Campaign’ at the esteemed World Communication

Awards in 2012 and 2011. It also won the GSM Association Award for ‘Best Billing

and Customer Care Solution’ for two consecutive years, and was awarded ‘Mobile

Operator of the Year Award – India’ for 2007 and 2008 at the Annual Asian Mobile

News Awards.

Idea is listed on the National Stock Exchange (NSE) and the Bombay Stock

Exchange (BSE) in India.

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 5. ADITYA BIRLA NUVO

Aditya Birla Nuvo Limited (ABNL), a US$4 billion conglomerate by

revenue size, is part of the Aditya Birla Group, a US$40 billion Indian multinational,

operating in 36 countries across the globe. With a market cap of ~US$3.5 billion (30

September 2014), Aditya Birla Nuvo is present across Financial Services, Telecom,

Fashion and Lifestyle and Manufacturing Businesses.

Business areas

The razor-sharp focus on each business has made the company a leading

player in most segments, including viscose filament yarn, apparel brands, agri

business, textiles and insulators. Over the last few years, Aditya Birla Nuvo, through

its subsidiaries and joint ventures, has created a leadership position in consumer

centric businesses such as life insurance, asset management, lending and other

financial services and telecom.

As a leading conglomerate in India, Aditya Birla Nuvo ranks as:

 The second-largest producer and largest exporter of viscose filament yarn

 The largest branded apparel company offering the best apparel brands in India

 The largest linen fabric manufacturer in India

 Amongst the most energy-efficient fertiliser plants

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 India's largest and the world's fourth-largest manufacturer of insulators

 Joint ventures and subsidiary companies

 Idea Cellular Limited is among the top three cellular operators in India, in

terms of revenue market share

 Birla Sun Life Insurance Co. Limited is among the top five private sector life

insurance companies in India, in terms of assets under management

 Birla Sun Life Asset Management Co. Limited is the fourth largest asset

management company in India, in terms of assets under management

 Pantaloons Fashion & Retail Limited is among the top three large format

fashion retailers in India

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 6. GRASIM INDUSTRIES LIMITED

Grasim Industries Limited is a global leader in viscose staple fibre and ranks

among India's largest private sector companies with a consolidated net revenue of

Rs.293 billion and consolidated net profit of Rs.21 billion (FY 2014).

Starting as a textiles manufacturer in 1948, Grasim's businesses today comprise

viscose staple fibre (VSF), cement, chemicals and textiles. Its core businesses are

VSF and cement, which contribute over 90 per cent of its revenues and operating

profits at a consolidated level.

The Aditya Birla Group is the world's largest producer of VSF, commanding a

19 per cent global share. Grasim, with an aggregate capacity of 454,425 TPA has a

global share of 9 per cent.It is also the largest player in India in chlor alkali with

caustic capacity of 452K TPA (which is used in the production of VSF) in India.

As a result of restructuring in FY 2010 and FY 2011, the cement business has

been consolidated with Grasim's subsidiary, UltraTech Cement Limited. UltraTech

has a capacity of 63.15 million TPA and is a leading cement player in India and

eighth largest in the world.

Grasim has a strong presence in fabrics and synthetic yarns in India through

its subsidiary, Grasim Bhiwani Textiles Limited, and is well known for its branded

21
suitings, Grasim and Graviera, mainly in the polyester-cellulosic branded menswear.

Its textile plants are located at Bhiwani (Haryana) and Malanpur (Madhya Pradesh).

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24
GRASIM: CEMENT MAJOR AND LEADER IN VISCOSE

STAPLE FIBRE (VSF)

Grasim Industries Limited, a flagship company of the Aditya Birla Group,

ranks amongst India's largest private sector companies, with a consolidated net

revenue of Rs.293 billion and consolidated net profit of Rs.21 billion (FY 2014).

Grasim started as a textile manufacturer in 1948. Today its core businesses are

Viscose Staple Fibre (VSF) and Cement, contributing over 90 per cent of its revenues

and operating profits. It is also present in Chemicals which is essentially a backward

integration of VSF.

The Aditya Birla Group is the world’s leading producer of VSF,

commanding a 16 per cent global market share. Grasim, with an aggregate capacity of

498 ktpa has a global market share of 8 per cent. It is also the largest player in India in

Chlor Alkali with Caustic capacity of 452K TPA (which is used in the production of

VSF) in India.

Grasim entered into Cement business in 1985 with a capacity of 0.5 million

tpa. Over the years, through organic and inorganic expansions, the business has grown

multifold. Currently, Grasim’s subsidiary UltraTech Cement Limited ("UltraTech")

has a capacity of 63.15 million tpa. Earlier, in July 2004, Grasim acquired a majority

stake and management control in UltraTech. One of the largest of its kind

in the cement sector, this acquisition catapulted Grasim to the top of the league in

India. Subsequently, Grasim demerged its cement business into UltraTech in

July 2010. The merger has created the largest cement company in India, providing a

platform that will help in pursuing aggressive growth going forward.

Grasim is implementing ambitious growth plans through capacity expansions in VSF

and Cement, which will further consolidate its leadership in both the businesses.

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CAPACITIES :

VISCOSE STAPLE FIBRE (VSF) 498,000 tpa

Joint Venture:

 Birla Jingwei Fibres Company Limited 72,000 tpa

RAYON GRADE PULP

 Harihar, Karnataka 70,000 tpa

Joint Ventures:

 AV Cell Inc (Atholville, New Brunswick in Canada) 126,000 tpa

 AV Nackawic Inc. (Nackawick, New Brunswick in 189,000 tpa

Canada)
255,000 tpa
 Domsjö Fabriker (Sweden)
280,000 tpa
 AV Terrace Bay Inc. (North Western Ontario, Canada)

CEMENT (through its subsidiary Ultra Tech)

 Grey cement 63.15 million tpa

 Readymix concrete plants 102 plants

 White cement 560,000 tpa

CHEMICALS (Caustic Soda) 452,500 tpa

TEXTILES

GRASIM BHIWANI TEXTILES LTD. (Subsidiary)

 Fabric 146 looms

 Yarn 35,808 spindles

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MANAGEMENT:

Board of Directors

 Mr. Kumar Mangalam Birla, Chairman

 Mrs. Rajashree Birla

 Mr. M. L. Apte

 Mr. B. V. Bhargava

 Mr. R. C. Bhargava

 Mr. Cyril Shroff

 Dr. Thomas M. Connelly

 Mr. N. Mohan Raj

 Mr. Shailendra K. Jain

 Mr O. P. Rungta

 Mr. K. K. Maheshwari (Managing Director)

 Mr. Adesh Kumar Gupta (WholeTime Director)

Managing Director

 Mr. K. K. Maheshwari

Chief Financial Officer

 Mr. Adesh Kumar Gupta

Business Heads

 Mr. K. K. Maheshwari, Fibre & Pulp

 Mr. O. P. Puranmalka, Cement

 Mr. Lalit Naik, Chemicals

 Mr. Thomas Varghese, Textiles

27
Company Secretary

 Mrs. Hutokshi R Wadia

VISCOSE STAPLE FIBRE – ANOTHER NAME FOR COMFORT

Viscose Staple Fibre

Grasim is India's pioneer in Viscose Staple Fibre (VSF), a manmade,

biodegradable fibre with characteristics akin to cotton. As an extremely versatile and

easily blendable fibre, VSF is widely used in apparels, home textiles, dress material,

knitted wear and nonwoven applications.

Grasim's VSF plants are located at Nagda in Madhya Pradesh, Kharach and Vilayat in

Gujarat and Harihar in Karnataka, with an aggregate capacity of 498,000 tpa.

Nagda

Nagda is its largest unit producing a wide range of VSF to suit customer

requirements in terms of length, denier and colour and also second and third

generation fibres like Modal, Excel and Solvent Spun fibres, respectively. Nagda is

also the largest producer of spundyed specialty fibre in the world.

Harihar

The Harihar unit houses facility for manufacture of both VSF and rayon

grade pulp, the basic raw material for VSF. The company's Rayon Grade plant was

the first in India to use totally indigenous wood resources with inhouse technology for

producing rayon pulp with an innovative oxygen bleaching process to reduce the use

of chlorine.

Kharach

The VSF plant at Kharach, set up in 1996, employs the most modern

technology giving it a competitive edge in the export market.

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Vilayat

The recently commissioned greenfield project at Vilayat produces both grey

VSF and specialty fibre. This is the company's first plant producing specialty grade

fibre.

Joint Ventures (JV)

Grasim has the following joint ventures overseas:

 AV Cell Inc. and AV Nackawic Inc. in Canada

AV Cell and AV Nackawic supply dissolving grade pulp to the Group’s VSF units in

India, Thailand and Indonesia.

 Domsjö Fabriker AB in Sweden

Grasim acquired onethird stake in Domsjö Fabriker AB, a leading Swedish speciality

pulp and biorefinery company in June 2011. With this acquisition, Grasim is assured

of highquality dissolving grade pulp.

 AV Terrace Bay Inc. in Canada

In line with the strategy to secure key inputs, Grasim acquired assets of Terrace Bay

in July 2012 in JV with Thai Rayon, a Group company. This will help in meeting the

increasing pulp requirement for VSF business after the mill is converted into a

dissolving grade mill.

 Birla Lao Pulp & Plantation Limited in Laos

To further strengthen the backward integration in pulp, Birla Lao has been formed as

a JV with other associate companies for raising captive plantations at Laos. This will

provide a low cost source for wood to meet future requirements of a green field pulp

plant in due course of time.

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  Birla Jingwei Fibres Company Limited in China

Through Birla Jingwei, Grasim has its footprint in China, the largest VSF market

globally. Plant capacity was doubled in 2012 and currently the capacity is 72,000

TPA.

This spread and scale of operations make the Group's VSF operations very

cost competitive. Moreover, vertical integration into manufacturing of rayon grade

pulp and horizontal integration into production of principal raw material required for

VSF production, namely, caustic soda, intermediate inputs namely CS2, sulphuric

acid along with captive power and steam generation facilities, further enhance its

competitive edge.

Research and development

Grasim has established a very strong research and development (R&D) base

covering different stages of the value chain.

Grasim Forest Research Institute, Harihar is involved in R&D of forestry. Birla

Research Institute for Applied Sciences (BRI), Nagda is involved in the development

of different generations of cellulosic fibres. Textile Research Application

Development Centre (TRADC) at Kharach, a NABL accredited laboratory, is

involved in addressing R&D related to downstream textile value chain comprising

various fibres, yarns, processing, garments, etc.

With the capability to offer the entire range of cellulosic fibre under the

umbrella brand of “Birla Cellulose”, Grasim has positioned itself as a dependable

supplier of cellulosic fibres for “Feel, Comfort and Fashion” across global markets.

To penetrate into niche market segments and to grow further, the division has

ventured into the production of high performance viscose fibres aptly named Viscose

30
Plus, High Wet Modulus Fibres (Modal) and new generation Solvent Spun

Fibres and Birla Excel.

Grasim is also the largest producer of Sodium Sulphate, a byproduct of VSF

manufacture. This chemical is widely used in the paper and pulp, detergent, glass and

textile industries.

Efforts to consolidate pole position in the VSF business where Grasim enjoys

leadership status continue. Through a Greenfield project at Vilayat (Gujarat) 120,000

TPA and Brownfield expansions at Harihar (Karnataka) 36,500 TPA, Grasim intends

to benefit its leadership position. Collectively, these project will ramp up capacities by

50 per cent to 498,000 TPA.

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VSF : MILESTONES AND HISTORY

1947

 Grasim Industries incorporated.

1950

 Production of fabrics at Gwalior with imported manmade rayon.

1954

 VSF production commences at Nagda (Madhya Pradesh).

1962

 Inception of Engineering Division for plant and machinery for VSF.

1972

 VSF and Pulp plant at Harihar (Karnataka) based on inhouse engineering and

knowhow.

 Nagda commences production of rayon grade caustic soda for VSF

production.

1996

 The first phase of Grasim's fourth VSF plant is commissioned at Kharach

(Gujarat).

1999

 Grasim's viscose staple fibre (VSF) unit at Mavoor are closed down owing to

lack of raw material.

2002

 VSF Research & Application Centre set up at Kharach in Gujarat.

32
2004

 The Staple Fibre Division and Engineering & Development Division of

Grasim, Nagda receives SA 8000:2001 certification from SAI in recognition

of its social accountability initiatives.

2006

 Formed joint venture company, Birla Jingwei Fibres Company Limited and

acquired VSF plant in China.

2011

 Acquired Domsjo Fabriker AB (Domsjo), Sweden, in a joint venture with

Group Companies

Recent accolades

 Forbes magazine ranks Grasim among the fabulous 50 companies in Asia.

 Ranked second for Best Corporate Governance Practices in AsiaPacific by IR

Global Rankings. Also ranked best company in Corporate Governance

Practices in Basic Materials Industry, globally.

 The CII Leadership and Excellence Award in Safety, Health and Environment

presented to Staple Fibre Division, Nagda.

 The Asian Corporate Social Responsibility Award presented to Staple Fibre

Division, Nagda.

 The 2004 Stockholm Industry Water Award presented to Staple Fibre

Division, Nagda.

 The Deming Quality Award presented to Birla Cellulosic, Kharach.

33
  The IMC Ramkrishna Bajaj National Quality Award presented to Birla

Cellulosic, Kharach

GRASIM STAPLE FIBRE DIVISION, NAGDA

Grasim Staple Fibre Division, Nagda: Commissioned in 1954, the largest unit of

Birla Cellulose produces the entire range of fibres from first-generation Birla

Viscose to specialties like Birla Modal, Birla Excel, Birla Purocel. It is the largest

producer of dyed Spun Shades globally.

34
 COMPANY PROFILE

Grasim Industries Ltd. Was incorporated on August 25, 1947 and was

commissioned in Feb. 1954. Since then, Grasim Industries Ltd. has grown rapidly,

keeping the national interest priority in mind, and has now emerged as one amongst

the ten largest companies in the private sector both in term of turnover and assets. It is

the largest producer of various types of Viscose Staple Fibre and specially Fibre in the

country. It has also been pioneer in producing Rayon Grade Pulp out of Bamboo and

Hardwood.

Grasim Industries Ltd. Staple Fibre Division produces Viscose Staple Fibre,

Sodium Sulphate, Carbon disulphide and Captive Power and Engineering and

Development Division design, development, produce, install and service of Plants and

Equipment’s for Manmade Fibre, Chemical and Allied Industries.

Location of Complex: The Grasim Industries Ltd. complex is located near Nagda

town in Khachrod Tehsil of Ujjain District, Madhya Pradesh at Latitude 23.5 Degree

North and Longitude 75.7 Degree East about 55 km away from Ujjain. It is located

along Bombay – Delhi broad gauge railway route. Ratlam Ujjain state highway is 46

km away from Nagda. Grasim Industries Ltd. is covered by Chambal river on South

West to North West side. A seasonal Nallah is located on North East of complex,

passing by and just touching the complex, rest of land surrounding the complex is

covered by private agricultural plots and Govt. Land. The company has constructed a

temple, which is located on NE side about 0.7-0.8 km from centre of plant. Nagda

town is located about 1.5 km away in the North.

35
 BIRLA CELLULOSE: BUILT TO LAST

 The Aditya Birla Group commenced production of viscose staple fibre (VSF)

in 1954 at Nagda,in Madhya Pradesh, India. The business that now straddles

eight countries has grown steadily over these six decades to achieve global

leadership with a 21 per cent market share. The Pulp & Fibre Business derives

its competitive edge from its integrated business model, which spans the entire

value chain - plantations, dissolving grade wood pulp, materials such as

carbon-disulphide and caustic soda , power generation and downstream

operations such as textile partnerships and consumer products.

 The Group's Pulp & Fibre Business, under the umbrella brand name of Birla

Cellulose, has unleashed an ambitious growth plan targeting a capacity

expansion to 1.1 million TPA in the next three years, from the current 770

KTPA. Going forward, the Pulp and Fibre business will intensify focus and

strengthen its specialty portfolio towards value-added, green textile solutions

for the future.

 As part of its strategy to secure a substantive part of its speciality pulp through

its captive source, the Group acquired Domsjo Fabriker in 2011, a world-class

pulp facility in Sweden, followed by the acquisition of the Terrace Bay Pulp

Mill in Canada in 2012. The Group has also unveiled its plans to set up a fully

integrated VSF plant in Turkey's Adana Organised Industrial Zone. Clearly, its

best is yet to come.

36
 MANUFACTURING PROCESS

Grasim Industries Ltd. is engaged in the manufacture of Viscose Staple Fibre

as main product. It also manufactures Carbon disulphide and Sulphuric Acid that are

the materials required for Viscose Staple Fibre.

Grasim Industries Ltd. is engaged in the manufacture of Viscose Staple Fibre

as main product. It also manufactures Carbon disulphide and Sulphuric Acid that are

the materials required for Viscose Staple Fibre.

Viscose Preparation:

Rayon grade pulp is steeped in Caustic Soda solution in Slurry Mixer to

obtain Alkali Cellulose. The excess lye is drained in Slurry presses to get a mat of

Alkali cellulose. Alkali cellulose is shredded to fine crumbs in Slurry Presses and

Shredders. Alkali Cellulose is then processed to achieve the desired reduction in

degree of polymerization.

The aged and conditioned Alkali Cellulose is then reacted with Carbon

disulphide in wet Xanthator at controlled temperature and under vacuum to produce

Cellulose Xanthate. The Xanthate so formed is dissolved in dilute Caustic Soda

solution to Dissolvers.

The Viscose is then ripened to the desired degree under controlled

temperature in the ripening room. Three-stage filtration and Predeaerator and Flash

deaerator under vacuum remove the suspended impurities in viscose.

37
Fibre Extrusion:

(i) Viscose Regeneration: The deaerated, filtered and ripened cellulose is

extruded through Spinnerets into the Spinning Bath containing Sulphuric

Acid and Sodium Sulphate. Viscose id regenerated in the form of filaments

on the continuous twin sided Extrusion Machines , with the liberation of

Carbon disulphide and formation of Sodium Sulphate a byproduct. All the

Extrusion Machines have been provided with efficient Exhaust

Arrangement to remove Carbon disulphide vapours. The regenerated

filaments from different positions are drawn off, stretched and fed to a

knife cutter and cut into required staple lengths. The cut staple fibre is

collected into a Funnel below and flown to the Carbon disulphide

Recovery Trough with stream of water.

(ii) Carbon disulphide Recovery: A hot water bath is maintained in the CS2

Recovery Trough by injecting live stream. The stream moves the fibre

forward to the After treatment Machine and expel CS2 simultaneously.

The CS2 vapours are condensed in series of Condenses and reused for

Xanthation after purification.

(iii) Fibre Treatment: The Aftertreatment Machine has separated treatment

zones for wasing, desulpherization, bleaching, soft finishing and

intermediate stages. It has also hydraulically operated squeezing

arrangement.

(iv) Fibre Drying and Bailing: The treated, finished and squeezed mat is

opened in Fleece Opener and fibre is feed into Dryer by a Feed Conveyor.

38
 Fibre Dryer is a rotary sieve Drum Dryer of multiple zones. It has fans for

air circulation, finned steamed coils for preheating of air and intermediate

fleece opener. The died opener Fibre is pneumatically conveyed to the

Baler. The Fibre bales from here are sent to warehouse after stitching and

marking.

Spin Bath preparation & Recovery of Sodium Sulphate:

Spin Bath used for regeneration of Viscose into fine filaments is composed of

Sulphuric Acid, Sodium Sulphate and water. There is a continuous depletion of

Sulphuric Acid and a built-up of Sodium Sulphate. The removal of Sodium Sulphate

and maintaining a continuous supply of Spin Bath of desired composition is carried

out in this section.

A continuous steam of Spin Bath is drawn from the system for water evaporation and

crystallization of Sodium Sulphate. Fresh 98% Sulphuric Acid is added to the system

to make up for their depletion.

Sodium Sulphate (Glauber Salt) crystals after filtration heated to remove water of

crystallization in Calcination Plant (Horizontal Rotary Drum Dryer). Bone-dry salt is

bagged and sent to warehouse.

Carbon disulphide:

(a) Crude CS2: Carbon disulphide is manufactured by reacting Sulphur and

Calcined Wood Charcoal in brick lined electric arc Furnaces. First 18/20

charges of Calcined Wood Charcoal are charged into Furnace through

39
 Charging Box(1 charge=200Kg). The power is switched on and 1800 KW

power is passed through it. Then addition of molten sulphur is started at the

rate of about 3.5 MT/day.

The Charging Box is closed and the condensation system comprised of

Primary Condenser ,Secondary Condenser and Tertiary Condenser is started

to condense carbon disulfide vaporous. Liquefied Carbon disulfide is collected

into 200Kg Measuring Vessel. Every hour the vessel is emptied manually and

liquid CS2 is sent to crude CS2 storage Tanks. After 5 to 6 times emptying

out of Measuring Vessel, one charge of charcoal is added into the Furnace. In

this manner the furnace is run about 90 to 100 days.

The uncondensed gases mainly Hydrogen Sulphide is sent to Sulphur

Recovery Plant.

(b) Refining of Crude CS2: Crude CS2 from the Storage Tank is continuously

passed under water pressure to Distillation Still, which is provided with stream

coil at the bottom. The CS2 vapour are condensed in Reflux Condenser and

Product Condenser and collated into refined Cs2 storage Tanks. Distillation

Still bottom is connected to 2nd Distillation still bottom to siphon out bottom

continuously in Sulphur Separator Residual CS2 is evaporated condensed and

sent back to 2nd Distillation Still. The vent pipes of all Product Condensers are

connected to Tail Gas Condenser where traces of CS2 is condenser vents are

finally connected to series of Oil to remove trace of CS2. Absorbed Cs2 in oil

is recovered by heating oil and condensing CS2 vaporous . Uncondensed

gasses containing mainly H2S from Oil Scrubber unit are collected into Gas

and to Sulphur Recovery Plant.

40
Sulphur Recovery:

Hydrogen Sulphide gas from Holder is mixed with air in required proportion and

burnt into Kiln Furnace. The furnace out let gases containing mixture of CS2 and H2S

are then passed through two parallel Converters containing fixed bed bauxite

catalyst.yhe hot gasses are condensed in steam Condenser where Sulphur is recovered

in molten from, after passing through lime water Absorber.

Sulphuric Acid:

Sulphuric Acid is manufacture from sulphur by contact process in DCDA plant.

Sulphur is melted in Sulphur melting pits at 120-160 degree C and purified in series

of setting chambers. The purified molten sulphur is burnt in a Furnace are cooled in a

Waste Heat Boiler to yield Sulphur dioxide. The gases leaving the Furnace are cooled

in a Waste Heat Boiler for steam generation. The cooled gases are filtered and fed to

Convertor filled with Vanadium Pentaoxide catalyst. Sulphur dioxide gets converted

into Sulphur Trioxide (300-600 degree C). The gases leaving convertor are cooled to

80 degree C and fed to absorber where Sulphur trioxide is absorbed in strong

Sulphuric Acid the unabsorbed gases containing SO2 are reheated and fed to another

stage of Converter to convert Sulphur dioxide to Sulphur trioxide. The gases cooled

and again fed to Final Absorber. Strong Sulphuric Acid is used for absorption of

Sulphur trioxide and air drying. The Sulphuric Acid thus gets concentrated

continuously. Soft water is continuously added to Circulation Tank to maintain the

concentration around 98%. The heat evolved during absorption of Sulphur trioxide

41
and during dilution of Sulphuric Acid with soft water is removed by continuously

cooling.

The unabsorbed gases containing the traces of Sulphur Trioxide, sulphur dioxide, acid

mist and inert are discharged into atmosphere through Caustic Scrubber. Cooled

concentrated Sulphuric Acid is continuously pumped to the Storage Tank to match the

rate of production.

Engineering and Development Division:

It was corporate in April 1962 and commenced production and installation of

equipment and machinery required for Viscose Staple Fibre production. Capability

has gradually increased and unit developed new designs for diversified process and

engineering equipment required for chemicals, manmade fibres, textiles, pulp,

cement, paper, petrochemical plants and other general engineering industries,

mechanical design of equipment for refineries, Petro chemicals, Fertilizers etc. Is also

carried out based on process date sheet, engineering specification supplied by

customers as part of sales agreements. E&DD has reached an evitable position in the

design, development, manufacturing and installation of machinery by effective

implementation under the supervision of a team of dedicated and highly accomplished

professional managers.

42
ORGANISATIONAL STRUCTURE

GRASIM INDUSTRIES LTD. (SFD)

NAGDA (M.P.)

43
 Departments Departments
ACID Sulphuric Acid HRD Human Resource
Development
ADM Administration INT Industrial Transport
ASM Assembly shop IOS IOS Secretariat
AUX Auxiliary MAC Machine Shop
BULCOM Building Commercial MAT Material Management
CIVIL Civil MCHP Mechanised Coal
Handling Plant
CLAB Chemical Laboratory MEC Mechanical EC
CCM Composites MECWS Mechanical Work shop
CS2 Carbon Disulphide PER Personal
DEM Demin Plant P&IR Personal & Industrial
Relation
DES Design PPD PPD-ED
EC-1 Energy Centre-1 QCO Quality Control
EC-2 Energy Centre-2 RAW Raw material
EC-3 Energy Centre-3 SAF Safety
EC-4 Energy Centre-4 SAL Sales
ELE Electrical-ED SPG&AFT Spinning and After
treatment
ELEWS Electrical Work shop TCEL Technical Cell-SFD
ENV Environmental Cell TCE Technical Cell-Energy
Centre
F&A Finance & Account TLAB Textile Laboratory
ETP Effluent Treatment VIS Viscose
plant
FAB Fabrication WTP Water Treatment Plant
FF Fire fighting WHOU Ware House

Designation
AVP ASST.VICE PRESENDENT
GM General Manager
MR Management Representative
PC Profit Centre
SR VP Sr. Vice President
VP Vice President

44
 Objective of study
Primary Objective

The main objective of study is to examine and analysis the effectiveness of grievance

handling mechanism at Grasim Industries Ltd. Staple Fibre Division, Nagda to know the

problems faced by the employees of the various departments at various levels.

Secondary Objective

 To identify the whether the employee are aware of the grievance handling

mechanism.

 To study whether the grievance handling system leads to a mutual understanding

between workers and management.

 To know the satisfaction level of the grievance handling procedure of the

organisation.

 To identify the factors influence the effectiveness of the grievance handling in the

organisation.

 To identify the major region behind the arising of grievance among the employees of

the organisation.

45
 AN INTORDUCTION TO HRM AT GRASIM INDUSTRIES LTD.

The Human Resource Management at Grasim Industries Ltd. (SFD) Nagda is divided into

two categories:

1. Human Resource Development: is concerned with all the White Collar employees in

the organisation.

2. Industrial Relations: is concerned with all the Blue Collar employees in the

organisation.

The functions of HRD are as follows:

Whereas, the IR is further classified into four catagories:

(i) Statutory Compliance Welfare:

(ii) Core IR Jobs: All the core IR jobs such as tackling strikes, taking disciplinary

actions, maintaining absenteeism, resolving of day to day grievances of employees

and conciliation i.e., the labour cases are resolved under this category.

(iii) Wages and Compensation: Maintaining medical facilities, Provident Fund,

Gratuity, wages of workers, ESI deduction, overtime and entire process related to

remuneration is carried out under this category.

(iv) Contract Labour Cell: This is a distinguished cell that is dedicated completely to

the contract labours working in the organisation. The recruitment of contract

workers, their remuneration and all statutory compliances related to contract

labour are foreseen under this category.

46
 INTRODUCTION OF GRIEVANCE:

A grievance is any dissatisfaction or feeling of injustice having connection with one’s

employment situ-ation which is brought to the attention of management. Speaking broadly, a

grievance is any dissatisfaction that adversely affects organizational relations and

productivity. To understand what a grievance is, it is necessary to distinguish between

dissatisfaction, complaint, and grievance

1. Dissatisfaction is anything that disturbs an employee, whether or not the unrest is

expressed in words.

2. Complaint is a spoken or written dissatisfaction brought to the attention of the supervisor

or the shop steward.

3. Grievance is a complaint that has been formally presented to a management representative

or to a union official.

4. The discontent may be voiced or unvoiced, but it must find expression in some form.

However, discontent per se is not a grievance. Initially, the employee may complain orally or

in writing. If this is not looked into promptly, the employee feels a sense of lack of justice.

Now, the discontent grows and takes the shape of a grievance.

5. Broadly speaking, thus, a grievance is traceable to be perceived as non-fulfillment of one’s

expec-tations from the organization.

According to Michael Jucious, “grievance is any discontent or 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”.

47
IOL defines a grievance as a complaint of one or more worker related to:

 Wages and allowance

 Condition of work

 Interpretation of service condition covering such as OT, Leave, Transfer, Promotion,

Seniority, Job Assignment and Termination of Service.

The National Commission on Labour Observed that “Complaints affecting one or more

individual worker in respect of there worker ,Wage payment OT, Leave, Transfer

Promotion, Seniority, Work Assignment and Discharge Constitute Grievances”.

Nature of Grievance :

Grievance are symptoms of conflicts in the enterprise. Just like smoke could mean fire

similarly grievance could lead to serious problem if it is not addressed immediately so

they should be handled very promptly and efficiently. Coping with grievance from an

important part of any job. The manner in which a manager deal with grievances

determines his efficiency of dealing with subordinates. A manager is successful if he able

to build a team of satisfied worker by removing there grievances.

While dealing with grievance of subordinate, it is necessary to keep in mind the following

point :

 A grievance may or may not be real

 Grievance may arise out of not one cause but multifarious causes.

 Every individual does not give expression to his grievance.

48
Forms of Grievances:

A grievance may take any of the following form:

 Factual

 Imaginary

 Disguised

Factual: when an employee is dissatisfied with his job, for genuine or factual reasons like

a breach of employment or any other reason that are clearly attributed to the management,

he is said to have a factual grievance. Thus, factual grievance arise when the legitimate

needs are unfulfilled. The problem that he has is real and not virtual.

Imaginary: when an employee grievance and dissatisfaction is not because of any factual

or valid reason but because of wrong perception, wrong attitude or wrong information he

has. Such a grievance is called an imaginary grievance. Though it is not fault of

management, the responsibility of dealing with it still rests with the management. So the

problem is not real. It is in the mind or just a feeling towards someone or something.

Disguised: An employee may have dissatisfaction for reasons that are unknown to

himself. This may be because of pressures and frustrations that an employee is feeling

from other sources like his personal life.

The managers have to detect the disguised grievances and attend to them by counselling the

concerned employees. They have to find out the root cause of the problem rather than find

quick fix solutions to them.

49
 FORMS OF GRIEVANCE

FACTUAL IMAGINARY Disguised

IDENTIFYING GRIEVANCES:
It is so beautifully described that good management redresses grievances as they arise;

excellent management anticipates and prevents them from arising. An effective manager thus

has to be proactive. A manager can know about the problems even before they turn into

actual grievances through several means such as:

 Exit interviews

 Suggestions boxes

 Opinion surveys

 Open door policy.

Let us discuss this on by one in details:

Exit interview: Employees usually quit organizations due to dissatisfaction or better

prospects elsewhere. Exit interviews, if conducted carefully, can provide important

information about employees' grievances. This can help the management to gather feedback

and to genuinely incorporate feedback. The management should carefully act upon the

information drawn from such employees .It should be careful that the discontentment is

reduced so that no more employees quit the organization because of similar reasons.

50
Gripe Boxes: These are boxes in which the employees can drop their anonymous

complaints. They are different from the suggestion boxes in which employees drop their

named suggestion with an intention to receive rewards It is normally said that if you want to

progress in life, you should be close to critics. These gripe boxes can perform the role of

critics for the organisation. The management should carefully act upon the information thus

gathered. Now I don't want to sound repetitive by saying that the internal customers of an

organisation should be satisfied if the external customers are to be kept happy.

Opinion Survey: The management can be proactive by conducting group meetings,

periodical interviews with employees, collective bargaining sessions etc. through which one

can get information about employees' dissatisfaction before it turns into a grievance.

Open-door Policy. Some organisation extend a general invitation to their employees to

informally drop in the manager's room any time and talk over their grievances. This can be

very effective because it can nip the evil in the bud. That is it can take care of the problem

before it gets out of hand. In fact the management should hold formal and informal get

together with the employees. The management should also remember that the employees

might just need a patient hearing at times. They need blow off the steam as we hear it more

commonly.

51
 Summarizing the identification of grievances

What leads to a grievance?

In order to handle the grievances efficiently, it is necessary to find and analyse

the grievances of the subordinates. If a grievance is found to be genuine or real (factual), the

corrective action should be taken immediately. But if the grievance arises due to imagination

or disturbed frame of mind of the worker, then it is necessary to explain and clear up the

matter. Before dealing with the grievances, their causes must be diagnosed. But when the

grievances are not given expression by the subordinates, it is manager's job to detect the

possible grievances and their causes. He may realise the existence of grievances because of

high turnover, high rate of absenteeism and poor quality of work. These problems will go on

multiplying if the causes of grievances are not cured.

52
The causes of grievances may be broadly classified into the

following categories:

- Grievances resulting from working conditions

 Improper matching of the worker with the job.

 Changes in schedules or procedures.

 Non-availability of proper tools, machines and equipment for doing

 The job

 Unreasonably high production standards.

 Poor working conditions.

 Bad employer - employee relationship, etc.

- Grievances resulting from management policy

 Wage payment and job rates.

 Leave.

 Overtime.

 Seniority and Promotional.

 Transfer.

 Disciplinary action.

 Lack of employee development plan.

 Lack of role clarity.

(3) Grievances resulting from personal maladjustment

53
 Over - ambition.

- Excessive self-esteem or what we better know as ego.

- Impractical attitude to life etc.

Let us see what can you add to this list.

Coming on to the effects of Grievances. Some of the effects have

been listed below.

Effects of Grievances:

- Frustration

- Alienation

- Demotivation

- Slackness

- Low Productivity

- Increase in Wastage & Costs

- Absenteeism

- In discipline

- Labour unrest

Let me now throw some light on

ESTABLISHING A GRIEVANCE PROCEDURE

54
It is advisable to set up an effective grievance procedure in the organization. The procedure

should be flexible enough to meet the requirements of the organization. It should be simple

so that an average employee is able to understand it. Though such a procedure will vary in

different organizations, yet the following principles should be observed while laying down a

procedure:

1. A grievance should be dealt with in the first instance at the lowest level: that is, an

employee should raise his grievance with his immediate superior. It may be simple to

settle it on the spot and that will be the end of it. Even if it cannot be settled at that

level, the man's superior will know what is happening. This is necessary not only to

maintain his authority, but also to prevent him from being aggrieved, as he will

certainly be, if he is by-passed and hears of the complaint from his own superior.

2. It must be made clear to the employee what line of appeal is available. If he cannot

get satisfaction from his immediate superior, he should know the next higher

authority to which he can go.

3. Since delay causes frustration and tempers may rise and rumours spread around the

work, it is essential that grievances should be dealt with speedily. As it is said that a

stitch in time saves nine, similarly the problems of the employees should be taken

care of by the management least it should become a major for the management.

4. The grievance procedure should be set up with the participation of the employees

and it should be applicable to all in the organisation. The policies and rules regarding

grievances should be laid down after taking inputs from the employees and it should

be uniformly applicable to all in the organisation. It should be agreed that there would

be no recourse to the official machinery of conciliation unless the procedure has been

carried out and there is still dissatisfaction, and moreover, there must be no direct

55
 action on either side, which might prejudice the case or raise tempers while the

grievance is being investigated.

5. Can you explain to me that why do we need to take inputs from the employees while

framing the policies? Yes... it is necessary because it is going to be applicable to the

employees and not only that; if the employees have contributed to the policies then

their commitment is higher.

6. Have you read something about the Open - Door Policy and the step- ladder

procedure of discipline!!

Let me explain them to you one by one.

Open door policy:

Under this policy, any employee can take his grievance to the chief boss and talk over

the problem. As the name suggests, the management keeps its doors open for the

employees to share their problems. It is said that this policy can remove the cause of

grievance quickly. Though this policy appears to the attractive, it has some

prerequisites.

The open door policy is workable only in small organizations. In big organizations,

the top management does not have the time to attend to innumerable routine

grievances daily that is the work of lower-level mangers.

Under this policy, the front-line supervisor who should be the first man to know

about the grievances of his subordinates is by passed. This provokes him in two ways.

56
 First, he thinks the man who skipped him is disrespectful. Secondly, he fears that he

will incur his superior's displeasure because of his failure to handle his subordinates

will interpret this.

Step-Ladder Procedure

Under the step-ladder procedure, the employee with a grievance has to proceed step

by step unless he is able to redress his grievance. According to the Model Grievance

Procedure, an aggrieved employee shall first present his grievance verbally in person

to the officer designated by the management for this purpose. An answer shall be

given within 48 hours. If he is dissatisfied with the answer, the worker will present

his grievance to the head of the department, who will give his answer within 3 days.

If the worker is dissatisfied with the answer, he may ask that his grievance should be

referred to the Grievance Committee, which shall make its recommendations within 7

days to the manger. The management must implement unanimous recommendations

of this committee. A dissatisfied worker can apply to the management for a revision

of its decision within on week's time.

Step 1

Filling of written
Grievance

Step 2

57
Supervisor or
Foreman

Step 3

Head of
Department

Step 4

Joint Grievance
Committee

Step 5

Chief Executive

Step 6

Voluntary
Arbitration

SETELMENT

STEP-Ladder Grievance procedure

Discovery of Grievances

Grievances can be uncovered in a number of ways. Gossip and Grapevine offer vita! clues

about employees grievances Gripe boxes, open door policies, periodic interviews exit surveys

58
could also be undertaken to uncover the mystery surrounding grievances These methods are

discussed below

1). Observation: A manager/supervisor can usually track the behaviours of people working

under him. If a particular employee is not getting along with people, spoiling materials due to

carelessness or recklessness, showing indifference to commands, reporting late for work of is

remaining absent-the signals are fairly obvious Since the supervisor is close to the scene of

action he can always find out such unusual behaviours and report promptly

2) Grievance Procedure; A systematic grievance procedure is the best means to highlight

employee dissatisfaction at various levels. Management, to this end, must encourage

employees to use it whenever they have anything to say. In the absence of such a procedure,

grievances pile

up and burst up in violent forms at a future date. By that things might have taken an ugly

shape altogether, impairing cordial relations between labour and management if management

fails to induce employees to express their grievances, unions will take over and emerge as

powerful bargaining representatives

Gripe Boxes: A gripe box may be kept at prominent locations in the factory for lodging

anonymous complaints pertaining to any aspect relating to work Since the complainant need

not

eveal his identity, he can express his feelings of injustice or discontent 'ankly and without

any fear ot victimization

59
4) Open door Policy: This is a kind of walk-in-meeting with the manager when the

employee can express his feelings openly about any work related grievance. The manager can

cross-check the details of the complaint through various means at his disposal

5) Exit interview: Employees usually leave their current jobs due to dissatisfaction or belter

prospects outside. If the manager tries sincerely through an exit interview he might be able to

find out the real reasons why 'x1 is, leaving the organization To elicit valuable information,

the manager must encourage the employee to give a correct picture so as to rectify the

mistakes promptly If the employee is not providing fearless answers, he may be given

questionnaire to fill up and post the same after getting all his dues cleared from the

organization where he is currently

6) Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of

employees about trie organization and its policies

It is better to use as many channels as possible, if the intention is to uncover the truth behind

the curtain

Approaches to the Grievance Machinery

Various approaches have been documented reflecting the attitude of management

and employees to the grievance machinery. Management could take a legalistic view and

follow the negotiated contract, or it need not have a contract but have a grievance machinery

oriented towards a human relations approach to its workers. Or, alternatively, management

could, with or without a contract, have an open-door policy. We shall now examine some of

these approaches.

60
1. The labour contract approach is a wholly legalistic approach. The management and the

worker, categories covered by the contract, follow the provisions therein Grievances are those

defined by the contract, and the process for dealing with the grievance is clear to all

concerned and specified with the time span for each stage The provisions and the

interpretations thereon of the contract are of paramount importance, more than concern for

specific exceptions depending on the circumstances of the case.

2. The human relations school is the antithesis of the legal contract school. The employee

anil specific problem is the major concern. The concern is for understanding and doing

something help overcome the individuals' problem, the fundamental assumption being that

individuals' more important than production targets. It is quite likely that understanding their

-Leeds are grievances will help in attaining production targets, but primarily individuals are

the end rather than a means to the end.

Obviously, these are two extreme situations; many organizations have practices some-where

in between It is possible to envisage a contract with a human relations approach, intact, in the

final analysis, it amounts to the "spirit'' in which the grievance procedure is implemented in

an organization involving both managerial and worker attitudes.

MODELS GRIEVANCE PROCEDURE:

The Model Grievance Procedure was formulated in pursuance to the Code of discipline

adopted by the 16th Session of the Indian Labour Conference in 1958. Most of the grievance

61
procedures now a day are built around the Model Grievance Procedure with certain changes

to suit the size and special requirements of an enterprise. The model Grievance Procedure

provides for five successive time-bound steps. These are as under:

1. An aggrieved employee shall first present his grievance verbally in person to the

officer designated by the Management for this purpose. An answer shall be given to

him within 48 hours of the presentation of the complaint.

2. If the worker is not satisfied with the decision of this officer or fails to receive an

answer within the stipulated period, he shall in person or by his departmental

representative, if required, present his grievance to the head of the department

designated by the management for this purpose. And he will get the answer within 3

days of the presentation of his grievance.

3. If the decision of the departmental head is unsatisfactory, the aggrieved worker may

request the forwarding of his grievance to the Grievance Committee, which shall

make its recommendations to the management within 7 days of the worker's request.

The final decision of the management shall be communicated to the worker within the

stipulated period (3 days) by the Personnel Officer.

4. A revision of his grievance can be done if the decision is not satisfactory. The

management shall communicate its decision within a week.

5. If no agreement is possible the union and the Management may refer the grievance to

voluntary arbitration within a week from the date of receipt by the worker of the

management's decision.

62
In the above-mentioned procedure the following points should be noted:

• Calculating the various time intervals under the above clauses, holidays shall not be

included.

• The Management shall provide the necessary clerical and other assistance for the

smooth functioning of the grievance machinery.

• During the working time, the concerned person may go for enquiry with the

Labour/personnel Officer, provided the he has taken permission from his

supervisor. Hence he may not suffer any loss of payment.

In the case of any grievance arising out of the discharge or dismissal of a worker, the

above procedure shall not apply. If it is so, he may appeal wither to the dismissing

authority or to a senior authority within a week from the date of dismissal or discharge.

Elements of a Grievance Procedure

The basic elements of a grievance redressal procedure are

i) 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.

ii) The procedure should be simple, definite and prompt, for any complexity or vagueness or

delay may lead to an aggravation of the dissatisfaction of the aggrieved employee. -

63
iii) The steps in handling a grievance should be clearly defined.

These should comprise:

a) Receiving and defining the nature of the grievance.

b) Getting at the relevant facts, about the grievance.

c) Analysis the facts, after taking into consideration the econcmic, social, psychological and

legal issues involved in them.

d) Taking an appropriate decision after a careful consideration of ail the facts e}

Communicating the decisions, to the aggrieved employee

iv) Whatever the decision, it should be followed up in order that the reaction of the decision

may be known and in order to determine whether the issue has been closed or not.

Guidelines for Effective Handling: Grievance

While dealing with grievances, a manager cannot depend upon some ready-made,

solutions. Every case has to be dealt with on merit. The following guidelines may help to

deal effectively with the grievances:

64
  The complaint should be given a patient hearing by his superior. He should be

allowed to express himself completely. The management should be empathetic.

 The superior should try to get at the root of the problem. It should be remembered

that symptoms are not the problems. It should also be noted that if there are

symptoms, there would be a problem as well.

 The management must show it anxiety to remove the grievances of the workers. The

workers should feel that the management is genuinely interested in solving its

problems.

 If the grievances are real and their causes located, attempts should be made to remove

the causes.

 If the grievances are imaginary or unfounded, attempts should be made to convince

the workers.

 Every grievance must be handled within the reasonable time limit. I am sure you will

agree with this. Imagine you have a genuine problem and you share it with the

authorities. You will also expect immediate action taken to take care of your problem.

 All grievances should be put into writing. Some proofs required as well..

 Relevant facts about the grievance must be gathered. The management should not

haste!

 Decision taken to redress the grievance of the worker must be communicated to him.

 Follow up action should be taken to know the response of the forced employee. This

is to make sure that he is happy or not! At the end of the day the satisfaction of the

aggrieved party is necessary.

ESSENTIALS OF A GRIEVANCE PROCEDURE:

65
A grievance procedure should incorporate the following features:

1. Conformity with existing legislation: The procedure should be designed in

conformity with the existing statutory provisions. Where practicable, the procedure

can make use of such machinery as the law might have already provided for.

2. Acceptability: Everybody must accept the grievance procedure. In order to be

generally acceptable, it must ensure the following:

 A sense of fair-play and justice to the worker,

 Reasonable exercise of authority to the manager, and

 Adequate participation of the union.

3. Simplicity: The following points should be noted in this regard:

 The procedure should be simple enough to be understood by every employee.

 The steps should be as few as possible.

 Channels for handling grievances should be carefully developed.

 Employees must know the authorities to be contacted at various levels.

 Information about the procedure should be thoroughly disseminated among all

employees through pictures, charts, diagrams, etc.

4. Promptness: Speedy settlement of a grievance is the cornerstone of a sound personnel

policy. It should be remembered that justice delayed is justice denied. The procedure should

aim at a rapid disposal of the grievance. This can be achieved by incorporating the following

feature in the procedure:

66
  As far as possible, grievances should be settled at the lowest level

 No matter should ordinarily be taken up at more than two levels, i.e. normally there

should be only one appeal.

 Different types of grievances may be referred to appropriate authorities.

 Time limit should be placed at each step and it should be rigidly followed at each

level.

5. Training: In order to ensure effective working of the grievance procedure, it is

necessary that supervisors and the union representatives should be given training in working

of the grievance procedure. All the policies should be conveyed to the concerned parties.

6. Follow-up: The personnel department should review the working of the grievance

procedure periodically and necessary changes should be introduced to make it more effective.

This is generally ignored by the organizations. A regular follow up of the system increase the

faith of the people in the system. Therefore it is necessary that the grievance procedure

should be reviewed whenever it is so required.

Please note that there can be a shortcut to handling Grievances. Let us study this in the form a

checklist.

Checklist for Handling Grievances:

1. Let the Employee Talk

 Put the employee at ease

 Listen him in private

 Listen with sincere interest

 Do not argue

67
  Probe for the real grievance

 Get all the details

 Check the employees story

 Take notes

 Repeat the grievance in your own words.

 Tell the employee when he will get an answer.

2. Check the Facts

 Consult others

 Refer to the written policy

 Consider the employee's view point

 Look at the employee's record

3. Telling the Employee

 Be willing to admit mistake

 Give the benefit of doubt

 If the employee's grievance is unfounded explain

 Keep your cool

 Prepare the case for appeal.

4. Follow Through

Take prompt action to correct the cause of the grievance

 Check with employer

68
 Grievance handling procedure at Grasim

Objective: To provide resolution to genuine concern, which an employee may face at the

workplace.

Procedure:

69
First Level reviewer: Immediate superior/sectional head

Grievance should be redressed within 24 hours of receipt. Every effort should be made to

resolve the grievance in first level itself.

Second Level reviewer: HOD

Grievance not resolve at first level, within the time scale, then the same may be referred to

HOD. The HOD must try to redressed the grievance within 48 Hrs.

Third Level reviewer: Grievance Committee:

If the grievance is not redressed at 2nd level than the same will be referred to grievance

redressal committee. The Committee constitutes the following members:-

1. Chairman

2. Convener from IR Dept.

3. (Representative of employees)

4. (Representative of employees)

5. (Representative of employees)

6. (Representative of employees)

The Committee is committed to the concept that employees are entitled to pursue their

grievances without fear, restraint, interference, discrimination or reprisal.

Final Level reviewer: In rare instance, when the grievance cannot be redressed by the

committee, the same will be referred to Sr. VP (HRM)/Sr. E.P.

70
 RESEARCH METHODOLOGY

Meaning of Research

Research is a common parlance refers to a search of knowledge. One can also define

research as a scientific and systematic search for pertinent information on a specific topic. In

fact, research is an art of scientific investigation.

71
Major Definitions:

 Acc. to the Advanced Learner’s Dictionary of Current English: Research is a

careful investigation or inquiry specially through search for new facts in any branch

of knowledge.

 Acc. to Redman and Mory: Research is a systematized effort to gain new

knowledge.

 Some people consider research as a movement, a movement from the known to the

unknown. It is actually a voyage of discovery. We all possess the vital instinct of

inquisitiveness for, when the unknown confronts us, we wonder our inquisitiveness

makes us probe and attain full and fuller understanding of the unknown. The

inquisitiveness is the mother of all knowledge and the method, which ma employees

for obtaining the knowledge of whatever the unknown, can be termed as research.

OBJECTIVES OF RESEARCH

The purpose of research is to discover answers to questions through the application of

scientific procedures. The main aim of the research is to find out the truth which is hidden

and which has not been discovered as yet. Though each research study has its own specific

purpose, we may think of research objectives as falling in number of following broad

groupings:

1. To gain familiarity with the phenomenon or to achieve new insights into it (studies

with this object in view are termed as exploratory or formulative research studies );

2. To portray accurately the characteristics of a particular individual, situation or a group

(studies with this object in view are known as descriptive research studies);

72
 3. To determine the frequency with which something occurs or with which it is

associated with something else (studies with this object in view are known as

diagnostic research studies);

4. To test a hypothesis of a casual relationship between variables (such studies are

known as hypothesis-testing research studies).

TYPES OF RESEARCH

The basic types of researches are as follows:

(i) Descriptive vs. Analytical: Descriptive research includes surveys and fact finding

enquiries of different kinds. The major purpose of descriptive research is

description of state of affairs as it exists at present. In social science and business

research we quite often use the term Ex post facto research for descriptive

research studies. The main characteristic of this method is that the researcher has

no control over the variables; he can only report that what has happened and what

is happening. Most ex post facto research projects are used for descriptive studies

in which the researcher seeks to measure such items as, for example, frequency of

shopping, preferences of people, or similar data. Ex post facto studies include

attempts by researchers to discover causes even when they cannot control the

variables. The methods of research utilized in descriptive research are survey

methods of all kinds, including comparative and correlational methods. In

analytical research, on the other hand the researcher has to use facts or

information already available, and analyze these to make a critical evaluation of

the material.

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(ii) Applied vs. Fundamental: Research can either be applied (or action) research or

fundamental (to basic or pure) research. Applied research aims at finding a

solution for an immediate problem facing a society or an individual business

organization, whereas fundamental research is mainly concerned with

generalisations and with the formulations of a theory. “Gathering knowledge for

knowledge’s sake is termed ‘pure’ or ‘basic’ research.” Research concerning some

natural phenomenon or relating to pure mathematics are examples of fundamental

research. Similarly, research studies, concerning human behaviour carried on with

a view to make generalisations about human behaviour, are also examples of

fundamental research, but research aimed at certain conclusions facing a concrete

social or business problem is an example of applied research. Research to identify

social, economic or political trends that may affect a political institution or the

copy research or the marketing research are examples of applied research. Thus,

the central aim of applied research is to discover a solution for some pressing

practical problem, whereas basic research is directed towards finding information

that has broad base of applications and thus, adds to the already existing organised

body of scientific knowledge.

(iii) Quantitative vs. qualitative: Quantitative research is based on the

measurement of quantity or amount. It is applicable to phenomena that can be

expressed in terms of quantity. Qualitative research on the other hand, is

concerned with qualitative phenomenon, i.e., phenomena relating to or

involving quality or kind. For instance, when we are interested in investigating

the reasons for human behaviour (i.e., why people think or do certain things),

we quite often talk of ‘Motivation Research’, an important type of qualitative

research. This type of research aims at discovering the underlying motives and

74
 desires, using in depth interviews for the purpose. Other techniques of such

research are word association tests, sentence completion tests, story

completion tests and similar other projective techniques. Attitudes or opinion

research i.e., research designed to find out how people feel or what they think

about a particular subject or institution is also qualitative research. Qualitative

research is specially important in the behavioural sciences where the aim is to

discover the underlying motives of human behaviour. Through such research

we can analyse the various factors which motivate people to behave in a

particular manner or which make people like or dislike a particular thing. It

may be stated, however that to apply qualitative research in practice is

relatively a difficult job and therefore, while doing such research, one should

seek guidance from experimental psychologists.

(iv) Conceptual vs. Empirical: Conceptual research is that related to some

abstract idea(s) or theory. It is generally used by philosophers and thinkers to

develop new concepts or to reinterpret the existing ones. On the other hand,

empirical research relies on experience or observation alone, often without due

regard for system and theory. It is data based research coming up with

conclusions which are capable of being verified by observation or experiment.

We can also call it as experimental type of research. In such a research it is

necessary to gat at facts firsthand, at their source, and actively to go about

doing certain things to stimulate the production of desired information. In such

a research the researcher must first provide himself with a working hypothesis

or guess as to the probable results. He then works to get enough facts to prove

or disprove his hypothesis. He then sets up experimental designs which he

thinks will manipulate the persons or the materials concerned so as to bring

75
 forth the desired information. Such research is thus characterized by the

experimenter’s control over the variables under the study and his deliberate

manipulation of one of them to study its effects. Empirical research is

appropriate when proof is sought that certain variables affect others in some

way. Evidence gathered through experiments or empirical studies is today

considered to be the most powerful support possible for a given hypothesis.

 THE TYPE OF RESEARCH USED IN THIS SURVEY IS THE DESCRIPTIVE

TYPE OF RESEARCH.

RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem. It may

be understood as a science of studying how the research is done systematically. In it we study

the various steps that are generally adopted by a researcher in studying his research problem

along with the logic behind them. It is necessary for the researcher to know not only the

methods/techniques but also the methodology. Researcher not only need to know how to

develop certain indices or tests, how to calculate mean, the mode, the median or the standard

deviation or chi square, how to apply particular research techniques, but they also needs to

know which of these methods or techniques are relevant and which are not, an what would

they mean and indicate and why. Researchers also need to understand the assumptions

underlying various techniques and they need to know the criteria by which they can decide

that certain techniques and procedures will be applicable to certain problems and others will

76
not. All this means that it is necessary for the researcher to design his methodology for his

problem as the same may differ from problem to problem.

From what has been stated above, we can say that research methodology has many

dimensions and research methods do constitute a part of the research methodology. The scope

of research methodology is wider than that of research methods. Thus, when we talk of

research methodology we not only talk of the research methods but also consider the logic

behind the methods we use in the context of our research study and explain why we are using

a particular method or technique and why we are not using others so that research results

are capable of being evaluated either by the researcher himself or by others. Why a

researcher study has been undertaken, how the research problem has been defined, in what

way and why the hypothesis has been formulated, why data have been collected and what

particular method has been adopted, why particular technique of analysing data has been used

and a host of similar other questions are usually answered when we talk of research

methodology concerning a research problem or study.

RESEARCH DESIGN

Descriptive research studies are those studies which are concerned with describing the

characteristics of a particular individual, or of a group. Studies concerned with specific

predictions, with narration of facts and characteristics concerning individual, group or

situation are all examples of descriptive research studies. Most of the social research comes

under this category.

From the point of view of the research design, in descriptive research the researcher

must be able to define clearly, what he wants to measure and must find adequate methods for

77
measuring it along with a clear cut definition of ‘population’ he wants to study. Since the aim

is to obtain complete and accurate information in the said studies, the procedure to be used

must be carefully planned. The research design must make clear provision for protection

against bias and must maximise reliability, with due concern for economic completion of the

research study. The design in such study must be rigid and not flexible and must focus

attention on the following:

(a) Formulating the objective of the study (what the study is about and why is it being

made?)

(b) Designing the methods of data collection (what techniques of gathering data will be

adopted?)

(c) Selecting the sample (how much material will be needed?)

(d) Collecting the data (where can the required data be found and with what time period

should the data be related?)

(e) Processing and analysis of the data.

(f) Reporting the findings.

(A) DESIGNING THE METHODS OF DATA COLLECTION

(a) Primary Data

Schedules have been used in this study as a method of collecting primary data. This

method is adopted in this case because the education level of the blue collar employees in the

organisation is not very high, it becomes difficult for them to read and understand the

78
meaning of the questions, so the enumerator explains them the question and fills their

feedback in the form.

 What is a schedule

A schedule is a proforma containing a set of questions which is filled by the

enumerators who are specially appointed for the purpose. These enumerators along with

schedules go to the respondents (employees in this case), put to them the questions from the

proforma in the order the questions are listed and record the replies in the space meant for the

same in the proforma. In certain cases schedules may be handed over to respondents and

enumerators may help them in recording their answers in various questions in the said

schedules. Enumerators explain the aims and objects of the investigation and also remove the

difficulties which any respondent may feel in understanding the implications of a particular

question or the definition or concept of difficult terms.

This method of data collection is very useful in extensive enquiries and can lead to

fairly reliable results. It is, however, very expensive and is usually adopted in investigations

conducted by government agencies or by some big organisations.

(b) Secondary Data

For collecting the secondary data, help is taken from various books, magazines, journals and

various websites on the internet.

(B) SAMPLE DESIGN

 What is a sample survey?

When field studies are undertaken in practical life consideration of time and cost

almost invariably lead to a selection of respondents i.e., selection of only a few items. The

respondents selected should be as representative of the total population as possible in order to

79
produce a miniature cross section. The selected respondents constitute what technically is

called a sample and the selection process is called ‘sampling technique’.

The survey so conducted is known as sample survey.

 Defining the Universe

All items in any field of enquiry constitute a ‘Universe’ or ‘Population’.

In case of Grasim Industries Ltd. (Staple Fibre Division) Nagda, M.P. the total number of

employees working in the organisation constitute the Universe or the Population of the

organisation.

The details of total number of employees working in this organisation are as

follows:

Table No. 1

Type of Employee No. of Employees

Staff 459 employees (approx.)

Permanent workers 1980 employees (approx.)

Contract labours 3200 employees (approx.)

Chart No. 1

Type of Employee

459
Staff
1980 Permanent Workers
3200
Contract Labours
80
  Source List

It is also known as ‘sampling frame’ from which sample is to be drawn. It contains

the names of all the items of a universe (in case of finite universe only). Such a list should be

comprehensive correct reliable and appropriate. It is extremely important for the source list to

be as representative of the population as possible.

Table No. 2

Department Source

Spinning 500

Viscose 300

Auxiliary 76

CS2 55

Others 545

Chart No. 2

81
 Source

55
76 Spinning
Viscose
500 Auxiliary
300 CS2
Others

 Sample Size

Table No. 3

Departments Sample Size

After Treatment Department 16 respondents

Spinning Department 16 respondents

Viscose Department 16 respondents

CS2 Department 18 respondents

Auxiliary Department 16 respondents

Chart No. 3

82
 No. Of Respondents

14 16 AFT
SPG
VISCOSE
18 16 CS2
AUX
16

 Type of Sampling

In this study, the Probability Sampling technique has been used. Probability

sampling is also known as ‘random sampling’ or ‘chance sampling’. Under this sampling

design, every item of the universe has an equal chance of inclusion in the sample. It is, so to

say, a lottery method in which individual units are picked up from the whole group not

deliberately but by some mechanical process. Here it is blind chance alone that determines

whether one item or the other is selected. The result obtained from can be assured in terms of

probability i.e., we can measure the errors of estimation or the significance of results obtained

from the random sample, and this fact brings out the superiority of the random sampling

design over the deliberate sampling design.

Random sampling ensures the law of Statistical Regularity which states that if on an

average the sample chosen is a random one, the sample will have the same composition and

characteristics as the universe. This is the reason why random sampling is considered as the

best technique of selecting a representative sample.

83
 (C) COLLECTING THE DATA

 Period and Place of collecting data

For collecting the data the enumerators had to go to the workplace of the employees

and manage to ask them the questions whenever they got free time from their jobs. It was not

an easy task to collect the data as the employees were very busy with their jobs and did not

have much time to entertain the enumerators.

The plant is completely equipped with heavy machineries and little irresponsibility

with the job may lead to hazardous results that is why it was tough for the employees to get

away from their jobs but they co-operated with the enumerators and provided them with

whatever inputs they desired.

(D) DATA PROCESSING AND ANALYSIS

Data, which is gathered by administering questionnaires, was processed in simple

manner to determine the level of satisfaction among employees regarding the redressal of

their grievances.

Data collected is carefully tabulated and analyzed by using satisfaction methods and

also various graphs are used.

 DATA ANALYSIS

In order to do the work properly, an insight about the organization and the

employees was necessary. For this purpose an extensive study was initially done about the

Employee Satisfaction. After the initial study, the survey was started in order to get the

questionnaire filled by them.

84
 On the basis of the information collected in the interviews from the respondents and

schedules filled by them, certain findings were made on the basis of which some

recommendations too were given to the organization so as to improve the level of satisfaction

of their employees. These findings and recommendations would go a long way of satisfaction

and service in order to retain the employees in the organisation. They also point the aspect in

which the organization is lacking and need to improvise upon as well as the aspect, which are

its plus point and which can really help in future.

 Tools for analysis

Researcher has identified suitable statistical and analytical software after gathering of data.

Researcher has used Microsoft EXCEL software to analyse the data and other suitable

statistical tools were also used for the purpose of data analysis process.

DATA ANALYSIS AND INTERPERTATION

Distribution of employees based on age group:

85
 Table No: 4

Age Group Percentage

Less than 20 years 0%

21 - 30 years 5%
31 - 40 years 14%
41 - 50 years 51%
More than 50 years 30%
Total 100

Chart No: 4

5%
14%
30% Less than 20 yr
21 - 30 yr
31 - 40 yr
41 - 50 yr
More then 50 yr

51%

Analysis: From the above analysis it is clear that5 % employees are in age group of 21-30
years, 14% are age group of 31-40 years, 51% employees are in age group of 41-50 years
and30 % employees are more than 50 years of age.

Distribution of employees based on tenure:

Table: 5

Tenure of respondents Percentage

Less than 5 years 1.25

6 - 10 years 0

86
 11 - 15 years 2.5
16 - 20 years 13.75
More than 20 years 77.5
Total 100

Chart No: 5

6%3%

14% Less than 5 yr

6 - 10 yr
11 - 15 yr
16 - 20 years
More than 20 years
78%

Analysis: From the above analysis it is clear that 1.25% employees have less than 5 years of
experience, 0% employees have experience of 10-15 years,2.5% employees have experience
of 15-20 years and 77.5% employees have more than 20 years of experience.

Distribution of respondents based on decision given:

Table No: 6

Responses Percentage

Always 38.75%
Mostly 47.5%

87
 Sometimes 13.75%
Not at all 0%
Total 100%

Chart No: 6

14%

39% Always
Mostly
Sometimes
Not at all
47%

Analysis: From the above table it is inferred that 38.75% respondents said that the decision
taken by the management are always correct, 47.5% said mostly, 13.75% said sometime and
0% said not at all. Here it is concluded that most of the employees are in an opinion that the
decision taken by the management are mostly appropriate.

Do the various committee members actively engage in resolving your

Problem:

Table No: 7

Responses Percentage

88
 Always 75
Mostly 21.25
Sometimes 3.75
Not at all 0
Total 100

Chart No: 7

4%
21%
Always
Mostly
Sometimes
Not at all
75%

Analysis: From the above analysis it is clear that 75% respondents said that the committee

members actively engage in resolving problems of employees, 21.25% said mostly, 3.75%

said sometime. Hear it is concluded that most of the employee are in the opinion that the

committee members actively engage in resolving problems of employees.

Is there a positive and friendly approach during grievance handling?

Table No: 8

Responses Percentage

Always 63.75%

89
 Mostly 27.5%
Sometimes 8.75%
Not at all 0%
Total 100

Chart No: 8

9%

Always
27% Mostly
Sometimes
64% Not at all

Analysis: From the above table it is inferred that 63.75% respondents said that management
has positive and friendly approach during grievance handling toward employees while 27.5%
said mostly, 8.75% said sometime and 0% said not at all.

If the decision is not satisfactory are you given opportunity to take it to higher
officials?
Table No: 9

90
 Responses Percentage

Always 77.5%
Mostly 13.75%
Sometimes 6.25%
Not at all 2.5%
Total 100

Chart No: 9

6% 2%
14%
Always
Mostly
Sometimes
Not at all
78%

Analysis: 77.5% respondents said that they get chance to go to the higher authority when
they are not satisfied with the decision given by their superiors while 13.75% said mostly,
6.25% said sometime and 2.5% respondent said that they never get a chance to go to the
higher authority.

Is there any favouritism or partiality in the organisation?

Table No: 10

Responses Percentage

91
 Always 5%
Mostly 8.75%
Sometimes 13.75%
Not at all 71.25%
Total 100

Chart No: 10

5%
9%

Always
14%
Mostly
Sometimes
Not at all
72%

Analysis: From the above table it is inferred that 71.25% employees said that they never face

any type of partiality and favouritism in the organisation, 13.75% said sometime, 8.75% said

mostly and 5% respondent said that they always face it.

Is the relationship with your co-worker is friendly?

Table No: 11

Responses Percentage

92
 Always 90%
Mostly 8.75%
Sometimes 1.25%
Not at all 0%
Total 100

Chart No: 11

1%

9%

Always
Mostly
Sometimes
Not at all

90%

Analysis: From the above table it is clear that 90% employees said that they always have a

healthy relation with their co-workers, while 8.75% said mostly, 1.25% and 0% said not at

all.

DO you have any grievances against your trade union?

Table No: 12

Responses Percentage

Always 11.25%

93
 Mostly 15%
Sometimes 25%
Not at all 47.5%
Total 100

Chart No: 12

11%

15% Always
48% Mostly
Sometimes
Not at all

25%

Analysis: From the above table it is inferred that 11.5% employees always have a problem

with the triad union, 15% said mostly, 25% said sometime and 47.75% employees said that

they don’t have any problem with the triad union. Hear it is concluded that a considerable

number of employees are not satisfied with the function of trade union.

Often your grievance is related to:

(i) Distribution of respondent regarding working condition:

94
 Table No: 13

Responses Percentage

Always 1.26%
Mostly 8.75%
Sometimes 28.75%
Not at all 61.25%
Total 100

Chart No: 13

1%

9%

Always
29% Mostly
Sometimes
61% Not at all

Analysis: 61.25% of respondent have no issue with the working condition while 28.75% said

sometime, 8.75% and 1.26% said always. Hear it is clear that large number of the employees

are satisfied with the working condition but fairly large group of employees are dissatisfied

and have grievances regarding working condition.

(ii) Distribution of respondents regarding immediate senior:

Table No: 14

95
 Responses Percentage

Always 0%
Mostly 1.25%
Sometimes 7.5%
Not at all 91.25%
Total 100

Chart No: 14

1%

8%

Always
Mostly
Sometimes
Not at all

91%

Analysis: From the above table it is inferred that 91.25% of respondent state that they do not
have any grievances against their immediate senior while 7.5% said sometime and 1.25%
said mostly. It is evident by the above chart that all most all the employees in the organisation
are satisfied with their immediate senior.

(iii) Distribution of respondent regarding safety measurement:

Table No: 15

Responses Percentage

96
 Always 1.25%
Mostly 1.25%
Sometimes 5%
Not at all 92.5%
Total 100

Chart No: 15

1%1%

5%

Always
Mostly
Sometimes
Not at all

93%

Analysis: From the above table it is inferred that 92.5% of respondent state that they do not
have any issue with the safety measures, 5% said sometime, 1.25% said mostly and 1.25%
said always.

(iv) Distribution of respondent based on salary, incentive, rewards:

Table No: 16

Responses Percentage

97
 Always 1.25%
Mostly 15%
Sometimes 23.75%
Not at all 60%
Total 100

Chart No: 16

1%

15%

Always
Mostly
24% Sometimes
60% Not at all

Analysis: From the above table it is inferred that 1.25% of respondent state that they always

have grievances regarding salary, incentive, rewards,15% said mostly, 23.75% said sometime

and 60% respondent state that they do not have any grievances against salary, incentive,

rewards.

Are you satisfied with the existing grievance settlement machinery of Grasim industry
Ltd.(Nagda)?

Table No: 17

98
 Responses Percentage

Always 86.25%
Mostly 7.5%
Sometimes 2.5%
Not at all 2.5%
Total 100

Chart No: 17

3%3%
8%

Always
Mostly
Sometimes
Not at all

87%

Analysis: From the above table it is inferred that 86.25% of respondent state that they are

always satisfied with the grievance settlement system of Grasim industry while 7.5% said

mostly, 2.5% said sometime, 2.5% said not at all. From the above table it is evident that most

of the employees are satisfied with the grievance settlement system of Grasim industry, few

employees are dissatisfied.

Whom does you report if you have any grievance:

Table No: 18

Responses Percentage

Supervisor 86.25%

99
 IR manager 10%
Union 2.5%
Co-worker 1.25%
Total 100

Chart No: 18

1%

3%
10%

Supervisor
IR manager
Union
Co-worker

86%

Analysis: From the above table it is inferred that 86.25% of respondent state that they report
to their supervisor if they have any form grievance while 10% report to the IR manager, 2.5%
report to union and 1.25% share with co-worker.

How much does management take to resolve your grievance?

Table No: 19

Responses Percentage

24 hour 26.25%
48 hour 8.75%
5 days 2.5%
Sufficient time 62.5%
Total 100

100
 Chart No: 19

26%
24 hour
48 hour
5 days
63% 9% Sufficient time
2%

Analysis: From the above table it is inferred that 26.25% of respondent state that
management take 24 hours to resolve their grievance, 8.75% said in 48 hour, 2.5% said in 5
days and 62.5% said in sufficient time.

How much you satisfied with the behaviour and the support of your supervisor ?

Table No: 20

Responses Percentage

Always 80%
Mostly 16.25%
Sometimes 3.75%
Not at all 0
Total 100

101
 Chart No: 20

4%
16%
Always
Mostly
Sometimes
Not at all

80%

Analysis: From the above table it is inferred that 80% of respondent state that they are
always satisfied with the behaviour and co-operation of their superior , 16.25% said mostly,
3.75% said sometime.

Are you able to keep your problems and grievances in front of higher authorities

without any fear or hesitation?

Table No: 21

Responses Percentage

Always 90%
Mostly 8.75%
Sometimes 1.25%

102
 Not at all 0%
Total 100

Chart No: 21

1%

9%

Always
Mostly
Sometimes
Not at all

90%

Analysis: From the above table it is inferred that 90% employees are able to keep their
problems and grievances in front of their officers without any fear and hesitation, 9% said
mostly, 1.25% said sometime.

Are you aware of the monthly meeting of the various committees which are being held?

Table No: 22

Responses Percentage

Always 72.5%
Mostly 17.5%
Sometimes 7.5%
Not at all 2.5%

103
 Total 100

Chart No: 22

7% 2%

17% Always
Mostly
Sometimes
Not at all
73%

Analysis: From the above table it is inferred that 72.5% employees are fully aware of the

monthly meeting of the various committees, 17.5% said mostly, 7.5% said sometimes and

2.5% said not at all. It is evident here that most of the employees in this organisation are

completely aware of the monthly meeting of the various committees where small group of

employees are not aware about the meeting.

Do you feel that discussion and conference is given more importance rather then

executive authority?

Table No: 23

Responses Percentage

Always 12.5%

104
 Mostly 35%
Sometimes 37.5%
Not at all 15%
Total 100

Chart No: 23

15% 12%

Always
Mostly
Sometimes
35% Not at all
38%

Analysis: From the above table it is inferred that 12.5% employees feel that discussion and

conference is given more importance rather then executive authority fully aware of the

monthly meeting of the various committees, 17.5% said mostly, 7.5% said sometimes and

2.5% said not at all.

SUGGESTIONS AND RECOMMENDATIONS

105
  A group of employees were not satisfied with the decision taken by the management,

for more accurate decision there is a need of direct influence in the decision making

process .

 Considerable number of employees are not satisfied with functioning of trade union,

there is a need of improvement in the functioning.

 Informal counselling helps to address and manage grievances in the workplace.

 Majority of workers in the organisation are near about age of 50 years or over, these

are no doubt experienced employees of the company but due to their health issues

after a certain age, it becomes a reason of increased absenteeism, so company should

remove these employees through VRS schemes or by replacing them with their

children who have a capability and will to work in this organisation.

 A large number of employees are not satisfied with the remunerations paid by the

company, company should look forward towards their problem and take necessary

steps to resolve them.

CONCLUSION
The study reveals that the Grievance handling mechanism is satisfactory. The organization is

106
 recognizing the importance of satisfying the employees and retaining them. Further

improvements can be made so that all members are highly satisfied with the procedure. The

suggestions and recommendations when implemented will still more benefit the organization

107
 LIMITATIONS TO THE STUDY

 Small sample size as compared to the total number of employees in the organisation.

 Limited time and budget constraints.

 Some inadequate data may be there because of busy schedule of workers during the

filling of schedules.

 Data may be slightly biased because of a fear of losing their jobs in employees.

108
  ANNEXURE I
 LIST OF TABLES

Table No. Table Name Page No.

1 Table showing category of employees 80
2 Table showing the source list 81
3 Table showing the sample size 82
4 Table showing the age group of the employees 86
5 Table showing tenure of respondents 87
6 Table showing response on decision given by management 88
7 Table showing response on various committee members 89
actively engage in resolving problem
8 Table showing the response on approaches during grievance 90
handling
9 Table showing response on opportunity for employees to 91
go to the higher authority if decision is not satisfactory
10 Table showing response on favouritism or partiality in the 92
organisation?
11 Table showing satisfaction among the employees with their 93
relation with co-workers
12 Table showing response on grievances against your trade union 94
13 Table showing distribution of respondent regarding working 95
condition:
14 Table showing distribution of respondents regarding immediate 96
senior:
15 Table showing Distribution of respondent regarding safety 97
measurement:
16 Table showing Distribution of respondent based on salary, 98
incentive, rewards
17 Table showing satisfaction with the existing grievance settlement 99
machinery
18 Table showing distribution of respondents regarding whom they 100
redress for grievance

109
 19 Table showing response on time taken by the management for 101
resolving grievances
20 Table showing satisfaction with the behaviour and co-operation of 102
supervisor
21 Table showing distribution of respondents of being able to keep 103
problems and grievances in front of higher authorities without any
fear or hesitation
22 Table showing distribution of respondents about the awareness of 104
various committee
23 Table showing Distribution of respondents towards importance 105
given to discussion and conference

LIST OF CHARTS

Chart No. Chart Name Page No.

1 Chart showing category of employees 80
2 Chart showing the source list 81
3 Chart showing the sample size 83
4 Chart showing tenure of respondents 86
5 Chart showing the age group of the employees 87
6 Chart showing response on decision given by management 88
7 Chart showing response on various committee members 89
actively engage in resolving problem
8 Chart showing the response on approaches during grievance 90
handling
9 Chart showing response on opportunity for employees to 91
go to the higher authority if decision is not satisfactory
10 Chart showing response on favouritism or partiality in the 92
organisation?
11 Chart showing satisfaction among the employees with their 93

110
 relation with co-workers
12 Chart showing response on grievances against your trade union 94
13 Chart showing distribution of respondent regarding working 95
condition:
14 Chart showing distribution of respondents regarding immediate 96
senior:
15 Chart showing Distribution of respondent regarding safety 97
measurement:
16 Chart showing Distribution of respondent based on salary, 98
incentive, rewards
17 Chart showing satisfaction with the existing grievance settlement 99
machinery
18 Chart showing distribution of respondents regarding whom they 100
redress for grievance
19 Chart showing response on time taken by the management for 101
resolving grievances
20 Chart showing satisfaction with the behaviour and co-operation of 102
supervisor
21 Chart showing distribution of respondents of being able to keep 103
problems and grievances in front of higher authorities without any
fear or hesitation
22 Chart showing distribution of respondents about the awareness of 104
various committee
23 Chart showing Distribution of respondents towards importance 105
given to discussion and conference

111
 BIBLIOGRAPHY

 BOOKS

1. Kothari C.R., Research Methodology, New Age International Publishers, Second

Revised Edition 2004

2. Nair R.K., Banerjee A.K., Agarwal V.K., Personal Management and Industrial

Relations

 WEBSITES

1 http://www.adityabirla.com/

2 http://www.grasim.com/

http://www.slideshare.net/search/slideshow?searchfrom=header&q=gr

ievance+handling+project+report+by+sunieta+maurya

4 http://www.slideshare.net/hemanthcrpatna/a-study-on-grievance-

management-system-conducted-at-abc-pvt-ltd?qid=44ec702c-c518-

46e4-b2f4-2581380172e7&v=qf1&b=&from_search=2

5 http://humanresources.about.com/

112