Summer Training Report

On Employee Grievance of:

National hydroelectric power corporation ltd.
(A Govt. of India Enterprise)
Corporate Office NHPC Office Complex, Sector-33, Faridabad121003 (Haryana)

Parbati hydroelectric project stage ± II Parbati complex, Nagwain, distt. Mandi (H.P.) Pin-175121 TEL.: 01905-280144, 01905-280146

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Shooli i i titut of life science and business management solan (SILB).

This report is to be submitted for the partial fulfillment of the requirement for the award of the degree of MBA program for the session (2009-2011) under Himachal Pradesh Universit .

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I, Ajay Kumar Bhardwaj declare that the report is totally free from bias and the material used in the report has neither been copied nor reproduced from any readymade material, the data provided in the report is correct to the best of my knowledge and belief.

AJAY KUMAR B ARDWAJ MBA 3RD SEMESTER ROLL NO. 1929

ACKNOWLED EMENT
The successful completion of training is like a golden feather for any cap, this project bears the imprint of many people. Firstly I would like to thank god with whose grace I was able to complete my training.

This report is the outcome of ³industrial training´ which I undergone at ³NHPC´ it include the introduction, function and performance of the company.

I would like to thank my institute for providing me such a great opportunity for learning the real professional setup. Having worked with Parbati-II NHPC ltd., Nagwain was a wonderful experience for me. I am extremely grateful to
officials in the organization for providing their valuable guidance. M . Anurag
Bhardwaj (Sr. manager HR), Mr. Ash k Dhanwal (Ass. Manager HR) & Miss D ll Singh (offi er PR). Along with this also my earnest thanks to all

the staff members in the department for their guidance and enriching my thoughts in this field from different perspectives.

Last but not the least; I would like to thank my family and friends for extending their continuous support.

AJAY KUMAR BHARDWAJ MBA 3RD SEMESTER

CONTENTS:DESCRIPTION «««««««««««««««««.
Declaration& Acknowledgement««««««««««««««..............

INTRODUCTION OF THE ORGANIZATION« ««««««««««««««.. (1)
Corporate vision« Corporate mission« Net profit.... Power generation..... Projects under Construction«.. Projects under govt.Clearance «« XI plan projects«... Joint ventures«.. Objectives« Commitments. Corporate social Responsibility«. Highlights during 2009-2010«..

MANAGEMENTS OF GRIEVANCE «««««««««(15)
Introduction & meaning«.. Definitions«.. Features of grievance«.. Forms of grievance«.. Causes of grievance«..

GRIEVANCE HANDLING «««««««««««««« (18)
Needs«... Importance«.. Steps«.. Machinery for redressal«. Discovery of grievance«. Essential of handling«« Handling procedure.....

GRIEVANCE POLICY & PROCEDURE ACCORDING TO NHPC«««««««««««««««««««««.. (30)
Objectives«.. Scopes«.. Redressal mechanism«« Complaint handling procedure «..

CONCLUSION««««««««««««««« (32) SUGGESTION««««««««««««««««« (32) REFRENCES«««««««««««««««.. (35) BIBLIOGRAPHY«««««««««««««.. (36)

Board of Directors

Shri. S.K. Garg
Chairman & Managing Director

Shri A.B.l.Srivastava
Director (Finance)

Shri D.P.Bhargava
Director (Technical)

Shri J.K.Sharma
Director (Projects)

Shri Javant Kawale Anand Shri R.S.Mina
timeDirector Director (Personnel) Joint Secretary (Hydel), MOP

Ms.Komal
Non-official part

Shri A.K.Mago
Non-official part time Director

Shri Raman Sidhu
Non-official part time Director

Shri R.Jevaseelan

INTRODUCTION OF THE ORGANIZATION:
NHPC firmly known as national hydroelectric power corporation limited was incorporated in 1975 is a schedule µA¶ enterprise of the Government of India with an authorized share capital of Rs. 15,000 crore. Its market cap. Is of Rs. 36,000 crore with an investment base of Rs. 37,000 crore and worth of Rs. 23,600 crore. It is ranked as a premier organization in the country for the development of hydro power. It has been accredited with Mini Ratna category-I status by govt. of India. It is supplying the much ne eded peaking power especially to the northen and eastern parts of the country. Recognized with ISO - 9001: 2000 & ISO 14001: 2004 certificates for the quality system and environment concerns, it is a multi disciplinary organization and has acquired sufficient expertise and state -of-theart technology for the investigation, planning, designing, and executing both large and small hydro power projects. It is now a listed company on NSE & BSE w.e.f. 0109-2009.

CORPORATE VISION: 
A world class, diversified and transnational organization for sustainable
development of hydro power and water resources with strong environment conscience .

CORPORATE MISSION: 
To achieve international standards of excellence in all aspects of hydro power and diversified business  To execute and operate projects in a cost effective, environment friendly and socio-economically responsive manner  To foster competent trained and multi -disciplinary human capital  To continually develop state -of-the-art technologies through innovative R&D and adopt best practices.  To adopt the best practices of corporate governance and institutionalize value based management for a strong corporate identity  To maximize creation of wealth through generation of internal funds and effective management of resources

NET PROFIT:
For the year 2009-2010 the profit after tax of the organization is of Rs. 2,090.50 crore which is 94.43% higher than the profit after tax of Rs. 1,075.22 crore of the year 2008-2009. Sales turn over for the financial year 2008-2009 is Rs. 4,218.98 crore which is 57.90% higher than the last year turnover of Rs. 2,671.85 crore.

POWER GENERATION:
Currently it is operating 13 hydro power stations with the total aggregate capacity of 5175mw which includes 1000mw Indira sagar projects and 520mw omkareshwar project through NHDC limited a subsidiary joint venture of NHPC with the govt. of MP. It is generating 16960mw from its own power stations against the target of 16381mw for very good MoU rating despite of weak monsoon during the year. The OPS of the compa ny achieved

plant availability factor of 84.1% against the MoU target of 79.89% for excellent rating. The main power stations those have achieved higher generation than the targets are Tanakpur, Chamera -I, Uri, Dhauliganga, Dul hasti and Teesta-v.

PROJECTS UNDER CONSTRUCTION:
11 projects having capacity of 4622mw are under active construction with the commissioning of these projects, it would become a 9500nw company likely by 2013.

PROJECTS UNDER GOVT. CLEARENCE:
It is actively pursuing clearances from govt. of India for several hydro projects having capacity of 9631mw, out of these, seven projects with the capacity of 5965mw are planned to be implemented by NHPC on its own and rest are planned for implementation through joint venture route i.e. Loktak downstream of 66mw with govt. Manipur, another three projects with aggregate capacity of about 2100mw in J & K with govt. of J & K and 1500mw, Tiapimukh project in Manipur with SJVN limit ed and govt. of Manipur.

XI PLAN PROJECTS:
It has planned to add 5322mw during the XI plan period i.e. (4292mw from NHPC projects on 1030mw by NHDC, a joint venture with MP govt. so far it has added 1030mw in which 510mw from Teesta v power station in Sikkim and 520mw from Omkareshwar projects of NHDC in MP).

JOINT VENTURE: 
With ³Loktak downstream hydro electric corporation ltd. With a share holding of 74% by NHPC and 26% by govt. of Manipur.  With SJVN ltd. And govt. of Manipur for formation of a joint venture company for implementation of the 1500mw Tipaimukh hydroelectric project in Manipur with a share holding of 69%, 26% and 5% respectively. The project with an estimated cost of Rs. 8,139 crore in  September 2008 and would annually generate 3806mu¶s of power and scheduled to be completed in a project of 87 months.  It is also looking for the joint venture with JKSPDC and PTC for executing 1000mw Pakaldul and two other hydroelectric projects with the capacity of about 2100mw in Chenab river basin in J & K.

OBJECTIVES: 
To harness the vast hydro potential of the cou ntry along with wind and tidal Power in all aspects to produce cheap, pollution free and inexhaustible power  To play a significant role in the integrated and efficient development of Hydroelectric power in the central sector covering all aspects ± investigation, planning, design, construction, operation and maintenance.  To generate sufficient internal resources for short term and long term Financing for expansion of existing and setting up of new projects.  To formulate strategic long term corporate plans to achieve desired growth of activities of the corporation, commensurate with national objectives. 

To continue efforts to maximize output and generation at the least Economic cost.  To complete all on-going projects without any time and cost overruns.  To achieve suitable organizational development through effective human resources development.

COMMITMENTS: 
Promote excellence in generation of quality power  Maintain international quality standard.  Maintain international environmental management system.  Promote optimum utilization of natural resources and sustainable development.  Develop human resources through training.  Ensure optimum gestation period for project development and maintaining harmony with nature.  Socially responsible Corporate Citizen.  Introduce latest technology in power sectors through R&D to improve productivity.  Ensure transparency in quality policy and citizen¶s charte r.  Promote the need to meet custome r requirements and regulatory statutory requirements.  Ensure that service quality objectives & complaints handling objectives are established.

CORPORATE SOCIAL RESPONSIBILITY:
NHPC with its continued commitment towards corporate social responsibility and ethical behavior, has contributed to the economic development and improving the quality of life of internal as well as

external stakeholders and the society at large. PHEP-II has undertaken a number of CSR-CD initiatives in the areas of health, education, peripheral development, sports & culture, developments of employments opportunities, preservations of nature etc. Various other initiatives has also been undertaken like creation of herbal perks with medicinal value large scale a forestation, catchment area treatment, fisheries management, vocational training programmes, medical camps, development of infrastructural facilities etc. More importantly the project empowers numbers of rural poor in the surroundings communities through vocational training programmes, promoting local sports and festivals etc. by sponsoring them, which have led t o large scale socioeconomic development in the vicinity of the projects sites. Environment clearance for P rbati H.E. Project¶s stage-II was accorded by ministry of environment and forest, govt. of India during June 2001 on the basis environment impact assessment report and environment management plan prepared by the center for interdisciplinary studies of mountain and hill environment, Delhi University. Total 145. 6207 ha forest land has been diverted by the MOEF (ministry of environment & forest) in favor of the project. The environment management plan aims to address the following aspects: a) Conservation and habitat improvement: 1. Conservation of flora and fauna 2. Conservation of endangered species in H.P. b) Catchment area treatment plan c) Relocation and rehabilitation of dumping material d) Provision of free fuel for the laborers e) Public health delivery system

f) Landscaping and restoration of construction areas g) Green belt development around the reservoir periphery h) Fisheries development i) Economic rehabilitation plan

Details of respective community development programmes initiated under various heads, at the projects in the year 2009-2010 are as follow:

EDUCATION: 
Welfare camp at govt. high school, Thela (near Garsa work site) wherein school bags, stationary, eatables etc. were distributed amongst 30 needy children in association with NGO ± SAHEVA.  Distributed school uniform, woolens, school bags, stationary, taat -darries etc. for 42 poor children of govt. primary sch ool, Tikkar village near to the Nagwain complex, and several other schools located around the various dam site of the project.

HEALTH: 
Free medical camp at village railla (in sainj area) wherein free health check-up done and necessary medicines provided f ree of cost to poor masses in the association with NGO ± ladies welfare association, which benefited 213 (men, women and children) villagers.  Free medical and eye check -up camp at village Barshaini (near dam site) was organized which benefited 260 villager s.

HIGHLIGHTS DURING 2009 ± 2010: 
Launched IPO in August 2009 which was oversubscribed by almost 24 times with bid of more than Rs. 1,40,000 crore and more than 13 lakhs applications.  Listed in NSE & BSE in September 1 st 2009.  Shri Sushil Kumar Shinde, hon¶ble union minister of power dedicated the 520mw Omkareshwar hydroelectric project NHPC.  Signed agreement with royal govt. of Buthan for prepration of DPR of chamkharchhu ± I (670mw) and Kuri ± Gongri (1800mw) hydroelectric projects.  Signed agreement for taking up additional investigations and preparation of updated detailed projects reports for 1200mw Tamanthi hydroelectric project and 642mw Shwezaye hydroelectric project in Myanmar as consultancy assignments.  Signed implementation agreement with govt. of Ar. Pradesh for India¶s largest hydroelectric project to 2000mw Subansiri lower project.  Signed MoU with M/S transparency int. India for implementation of ³Integrity pact´.  Received environment clearance for preconstruction act ivities for teesta ± IV (5299mw) Dibang multipurpose project (3000mw) and Kwar project (520mw).  Teesta ± V power station of NHPC has been successfully validated under voluntary emission reduction scheme.  98.22% of the employees rating to operation and main tenance of power station trained during 2009 ± 2010 against the MoU target of 95% for excellent rating.  Electrified 2700 villagers and provided electricity connection to 6 lakhs BPL families under Rajeev Gandhi Gramin Vidyutikaran Yojana.

MANAGEMENT OF GRIVANCES:
INTRODUCTION AND MEANING:
The human behavior differs from person to person. Every employee has certain expectations which he thinks must be fulfilled by the organization he is working in. It is not possible for the management to satisfy the feelings and ego of all the employees. It is therefore, but natural that workers have grievances against their immediate supervisor or against the management as a whole or against the systems and practices which a re followed in the organization. Grievance is a feeling of discontentment or dissatisfaction or distress or suffering or grief among the workers. The dissatisfaction when expressed becomes a complaint and when the dissatisfaction when expressed becomes a compliment and when the employee believes that some injustice is being done, it becomes a grievance.

DEFINITIONS:
According to Dale S. Beach, ³Grievance is any dissatisfaction or feeling of

injustice in connection with one¶s employment situation that is brought to the attention of management.´

According to Keith Davis, ³Grievance is any real or imaginary feeling of

personal injustice which an employee has concerning his employment relationship.

According to National Commission on Labor, ³Complaints affecting one or

more individual workers in respects of wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge constitute grievances.´

Broadly speaking, grievance is any dissatisfaction, which an employee may have in regard to his employment situation that adversely affects the production of the employees.

FEATURES OF GRIEVANCE: 
A grievance reflects dissatisfaction or discontent or a feeling of injustice with any aspect of the organization.  The dissatisfaction can arise out of real or imaginary reasons. The reasons may be valid or invalid, legitimate or irrational, justifiable or ridiculous.  A grievance arises only when an employee feels that injustice has been done to him.  The dissatisfaction must arise out of employment and not from personal or family problems.  The dissatisfaction may be expressed or implied. It may be expressed in writing or verbally.  The grievance results from perceived non fulfillment of one¶s expectations from the organization.  Grievances, if not redressed in time tend to lower morale and pr oductivity of employees

FORMS OF GRIEVANCES: 
Factual Grievance:- When the legitimate needs of the employees remains unfulfilled, it gives rise to factual grievance for e.g. a promotion has been promised to an employee but not given citing various reasons.  Imaginary Grievance: - Sometimes an employee is aggrieved no because of any valid or legitimate reasons but because of a wrong perception, wrong attitude or wrong information. Such situation gives rise to imaginary grievance. Management is not at fault in this situation, but still the employee has to be satisfied.  Disguised Grievance: - An employee may have dissatisfaction for the reasons that are not known to him and are not directly related to the organization. An employee may reach the office with a heavy heart due to some family pressures and then he will look at everything with a biased look. If his friend gets a pay rise it may dissatisfy him because o his own depressed situation. If a new employee gets a new table and chair, he may not like it. Thus, in this situation he is having grievance just for the sake of having it.

CAUSES OF GRIEVANCES:
1. Grievances resulted from working conditions:-

Poor physical conditions of work place Mismatch of workers with the job Unplanned changes in schedules and procedures Non-availability of proper tools, machines and equipment Tight and highly rigid production standards Failure to maintain proper discipline Poor relationship with immediate boss

2. Grievances resulted from the management policy:Wage rate and method of wage payment

Leave Overtime Promotion, Demotion and Discharge Lack of opportunity for career growth Lack of role clarity Penalties imposed for misconduct Hostility towards trade unions

3. Grievances resulted from personal maladjustment:Over ambition Excessive self esteem Impractical attitude to life Poor self esteem

4. Grievances resulted from violations:Collective bargaining agreement Central or State laws Responsibilities of management Company rules and regulations

GRIEVANCES HANDLING:
Rising of grievance is very natural in an organization where thousands of employees works together, but these should be removed as early as possible for creating good labor management relations and promoting efficiency. Grievances should not be allowed to accumulate because grievances will give rise to further grievances. The effect of grievances will be :Sense of frustration, disloyalty and non cooperation among w orkers Loss of interest in work

Affect on the quality and quantity of output Indiscipline which may take the form of absenteeism, work to rule, demonstrations, violence and strikes.

NEED FOR GRIEVANCES HANDLING:
Proper machinery for handling grievances is very necessary for harmonious industrial relations and for maintaining industrial peace. The employees do not have sufficient knowledge of the human nature or of many social forces impinging on them. Sometime s they do not even know their actual grievances but still feeling dissatisfied they tend to file grievances about something else. It is, therefore very essential that a systematic procedure Should be evolved and followed to settle the grievances. Such a pr ocedure is known as the µgrievance handling procedure¶.

IMPORTANCE OF GRIEVANCE HANDLING:
The benefits of grievance handling may be summed up as follows: Grievance handling encourages the human problems to be brought out. Management can learn what the wor kers think about the policies, practices and procedures of the company and why they think so. It can also learn about the dissatisfaction, frustrations, or discontentment in the workers mind and may try to take corrective action. Management should carefully study the grievances to determine the real cause underneath them. A grievances system gives an opportunity to the workers to express their feelings, fears, doubts and dissatisfaction. It will help in solving the problems before they become serious. It is always better to prevent

fire than trying to stop it after it has started. Similarly, if problems are allowed to accumulate, they will breed problems and ultimately they will become so great that they may have adequate pressure to blow the lid off the whole organization. But a good grievance system always tries to keep the grievances within the bounds and prevent the development of unwanted pressure. With the help of an effective grievance system, the management comes to know about the behavior and attitud e of the superior towards their subordinates. It is reflected by the complaints made by workers against supervisors. A good grievance handling system boosts the morale of the people working in the organization. Grievance procedure helps to develop a good g roup culture. Each group has its own particular way of living together and grievance system helps to establish and maintain a work culture or way of life. Managers and supervisors tend to give more care to the human aspects of their jobs because they know that their actions are subject to challenge and review in a grievance system.

IMPORTANT STEPS IN GRIEVANCE HANDLING:
As it is discussed earlier that, redressal of grievance is very important to maintain good labor management relations and industrial peace. Thus, the management should ensure that the grievances should be received and settled promptly, so that the workers get the n ecessary sense of satisfaction. The following steps should be taken in handling the grievances:

The nature of grievance should be defined, expressed and described clearly as early as possible so that wrong complaints may not be handled. After the real issue is located, all the relevant facts should be gathered about the issue. Such facts gathering may involve interviewing and listening to employees. This will help in finding out how and where the incidence took place and the circumstances under which it hap pened. After gathering the relevant facts the management may get a real picture of the grievance. Thus, the management should make a list of alternate solutions. Before finally announcing the decision, management should gather additional information for checking tentative solutions to find out the best one. Past company records or past experience of the executives may help in this exercise of choosing the final solution. Next step should be to convey the final decision to the employees concerned; in very clear and unequivocal terms. Last step should be the follow up action. It is very essential to know whether the grievance has been handled satisfactorily or not. Attitudes of the employees. Must be studied to see whether they are satisfied with the decision or not.

MACHIENARY FOR REDRESSAL OF GRIEVANCS:
Every organization requires a permanent procedure for handling employee grievances. In small organizations grievance procedure may consists of two steps while in big organizations there may be five or six steps. A typical grievance procedure is shown in the following diagram:

AGGREIVED EMPLOYEE

STEP I

FRONT LINE SUPERVISION

UNION REPRESANTATIVE

MIDDLE STEP II MANAGEMENT

MIDDLE LEVEL UNION LEADER

TOP STEP III MANAGEMENT

TOP UNION LEADER

ARBITRATION

As shown in the diagram, the aggrieved employee approaches the front line supervisor first. If the company is unionized, a representative of trade union also joins the supervisor in handling the grievance. All grievances cannot be settled in first step, as these may be beyond the authority and competence of the supervisor. In the next steps the, the middle level manager , generally the personnel officer, along with a middle level union officer attempt to tackle the grievance. In the third step, the top management and the top union leaders sit together to settle grievances involving companywide issues. If the grievance remains unsettled, it is referred to an outside a rbitrator for redressal.

THE DISCOVERY OF GRIEVANCES:
The best policy towards grievances is to anticipate them and take steps to tackle them before these assume dangerous proportions. Prevention is always better then cures. An ordinary manager tackles grievances as and when they arise. An excellent manager anticipates and prevents them. Managers can know and understand grievances with the help of the following methods: 

Observation: A manager can usually observe the behaviors of the people working under him. Since he is close to the scene of action, he can always find out unusual behaviors and report promptly. If a particular employee is not getting alone with other employees, spoiling materials due to carelessness, disobeying orders, reporting late for work or is remaining absent, the signals of dissatisfaction are fairly obvious.  Grievance procedure: A systematic grievance procedure is the best means to highlight employee¶s dissatisfaction at various levels. In the absence of such a procedure, grievances pile up and burst up in the form of a volcano at a future date. If management fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives.  E it interview: Most of the leave their current jobs due to dissatisfactions of one form or the other. An interview of every employee who quits the organizations can reveal employee grievances. If the managers try sincerely through an exit interview, he might be able to f ind out the real reasons why an employee is leaving the organization. Great amount of care and empathy is needed for a successful exit interview.  Opinion surveys: Surveys must be conducted periodically to elicit the opinions of employees regarding the orga nization and its management.

Groups meetings, periodical interviews with workers and collective bargaining sessions are also helpful in knowing employee discontent before it becomes a grievance.  Gripe boxes: A gripe box may be kept at prominent locations i n the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complaint need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear.  Open door policy: Open door policy is a kind of walk-in-meeting with the manager where the employee can express his feelings openly about any work related grievances. The manager can cross check the details of the complaint through various means at his disposal. This policy is suitable only in a small organization, because in big organizations top managers do not have the time to meet a large number of employees daily. In large organizations, management by walking around might be preferable to open door policy. In this system, the manage r walks through the employees, observes them and if necessary listens to their problems.

ESSENTIALS OF SUCCESSFUL GRIEVANCE HANDLING: 
Legal sanctity: The grievance procedure should be in conformity with the prevailing legislation. It should be designed to supplement the statutory provisions. Where practicable, the procedure can make use of such machinery as the law might have already provided for.  Acceptability: The grievance procedure should be set up with the participation of the employees and it should be applicable to all the organization. In order to be generally acceptable, the procedure must ensure:-

1) A sense of fair play and justice to the workers 2) Reasonable exercise of authority to managers 3) Reasonable participation to the union.  Unambiguity: Each and every aspect of grievance procedure should be clear and unambiguous. All employees should know whom to approach first when they have a grievance, whether the complaint should be written or oral, etc. the redressing officer should also know the limits within which he can take the required action.  Simplicity: The grievance handling procedure should be simple and short. If the procedure is complicated, it may discourage the employees and they may hesitate to make use of the procedure in case of an y problem.  Promptness: Since delay causes frustration and tempers may rise and rumors spread around the work, it is essential that grievance should be dealt speedily and promptly.  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.  Follow up: The working of the grievance procedure should be reviewed at periodical intervals. Necessary improvements should be made to make the procedure more effective.

Pigors and Myers are of the view that a grievance redressing officer should

bear the following points in mind while evaluating the success or otherwise of the grievance redressal procedure. Was the case handled in such a way that the parties involved in it were able to identify and agree upon what at stake? Was the incident closed with a sense of satisfaction on the part of everyone immediately involved in the original complaints? Was the case handled in a way in which strengthened the line authority, especially at the level immediately above that at which dissatisfaction was first expressed? Did the solution result in better understanding and a better adjustment between the supervisor and his subordinate? As a result of this case, did the understanding spread among others in the management and in the trade union who were not directly involved in the original complaint? Did the solution contribute to the operational efficiency of the organization?

GRIEVANCE HANDLING PROCEDURE:
Every management should lay down a procedure for handling the grievances redressed. There is no legislative provision for a well defined and adequate grievance procedure. The management can adopt any of the following two procedure of grievance handling: 

COMMON PROCEDURE: Clause 15 of model standing orders provides that ³all complaints arising out of employment shall be submitted to

the manager of the other person specified in this behalf with the right of appeal to the employer´. The usual, common and informal procedure is first to approach the immediate supervisor for the grievance and failing to get a satisfactory answer the second step is to go directly to the departmental head or personnel relation officer in the personnel department. If the worker is not satisfied here also he should approach to the top executive, but is very rarely sorted to. Some companies provide that if the complaint remains unsatisfied from the response of the top executive, the grievance should be referred to the arbitration or joint grievance committee consisting of the representatives of both the parties. The decision of the committee should be final. 

MODEL GRIEVANCE PEOCEDURE: The draft model grievance procedure accepted by the labour conference in 1958 is as follows: An aggrieved employee shall present his grievance verbally in the person to the officer designated by the management for this purpose. The officer shall give the response within 48 hours of the presentation of the complaint. If the worker is not satisfied with the decision of the officer or fails to receive the answer within 48 hours, he will present his grievance to the head of the department. The head of the department shall give his answer within 3 days or if action cannot be taken within this period, the reason for delay should be recorded. If the worker is dissatisfied with the decision of the department head, he may request that his grievance be forwarded to the grievance committee. The grievance committee shall make its recommendations to the manager within 7 days of the worker¶s request. If the decision cannot

be taken within this period, reason should be recorded. Unanimous decision of the committee shall be implemented by the management. If there is difference of opinion among the members of the committee, the matter shall be referred to manger along with the views of the members and the relevant papers for final decision. In either case, the final decision of the matter shall be communicated to the employee within three days from the receipt of the grievance committee recommendations. If the worker is not satisfied even with the final decision of the manager, he may have the right to appeal to the manager for the revision. In making this appeal, he may take a union official along with him to facilitate discussion with the management. The management will communicate the decision within 7 days of workman¶s revision petition. If the worker is still not satisfied the matter may be referred to the voluntary arbitration. Where a worker has taken a grievance for redressal under the grievance procedure, the formal conciliation machinery shall not intervene till all steps in the procedure have exhausted. A grievance shall be presumed to assume the form of a dispute only when the final decision of the top management is turned down by the worker. The grievance committee shall consist of 4 to 6 members. This is the model procedure of grievance handling. The organization may make the necessary amendments wherever it thinks proper, in the procedure with the consent of the workers or trade union. 

GRIEVANCE LEGISLATION: In Indian industry, adequate attention has not been paid to the settlement of grievances. Legislative frame work only indirectly deals with the redressal of individual grievances. At present, there are three legislations dealing with grievances of the employees working in industries. The industrial employment act, 1946, requires that every establishment employing 100 or more workers should frame standing orders. These should contain among other things, a provision for redressal of grievance of workers again st unfair treatment and wrongful actions by the employer or his agents. The factories act, 1948 provides for the employment of a welfare officer in every factory ordinarily employing 500 or more workers. These welfare officers also look after complaints and grievances of the workers. They will look after proper implementation of the existing labour legislation. Besides, individual disputes relating to discharge, dismissal or retrenchment can be taken up for relief under the industrial disputes act 1947 amended in 1965. Industrial disputes act 1982 has provided for the setting up of a grievance settlement committee. Any employer of any industrial undertaking employing 50 or more workers is required to provide for a grievance settlement authority for settlement of industrial dispute connected with an individual worker. Where such a dispute arises, the worker or the trade union of which he is a member, may in the manner prescribed, refer the dispute to such auth ority for settlement. Any reference so made to authority shall not be referred to conciliation board, labour court industrial or national court unless it has been decided and the decision of the authority is not acceptable to one of the parties to the dispute.

GRIEVANCE POLICY AND PROCEDURE ACCORDING TO NHPC:
OBJECTIVE:
Essentially, the Grievance Procedure is a multi -level mechanism for settlement of Grievances at various levels. The attempt is to settle the Grievances at the lowest level of the organization in the interest of its expeditious disposal.

SCOPE: 
Grievance is and would mean a representation by an employee in respect of: Wage Payment, Increment, Recovery of dues, Working condition, Leave, Allotment of quarter, Medical facility, Seniority, Transfer, Promotion etc.

Matters relating to collective bargaining such as wages, allowances, bonus, hours of work and other benefits etc. and also cases of grievance arising out of discharge and dismissal will be outside the purview of the grievance procedure. This procedure will apply to all employees of the

Corporation (including Projects /Units under its administrative control), who are covered under Industrial Employment (Standing Orders) Act, 1946. 

This Grievance Authority will also function as Public Grievances Redressal Machinery.

GRIEVANCES REDRESSAL MECHANISM OF NHPC:
Grievance authority comprises of following senior officers: 1) Shri Kamal Kapoor, ED (O&M) - Chairman 0129-2275271 2) Shri A.B.Agrawal, ED (HR) - Member Secretary 0129- 2277165 3) Shri R.K.Taneja, ED (Finance) - Member - 0129-2271405

Every Wednesday of the week is observed as a meeting less day in corporate office. 2 1/ 2 hours (1430 hrs to l700 hrs.) on this day is set apart for Grievance Redressal when all Divisional Heads of the level of General Manager / Chief Engineer remain in their offices and receive and hear public Grievances.

In case of SEVOTTAM, the public Grievance Officer shall be the Nodal Officer at the apex level and his details are as follows:
Sh. Nain Singh, Executive Director (Design E&M and QA&I) NHPC Complex, Sector -33, Fardidabad-121003 Contact No. 0129-2277523.

COMPLAINT HANDLING PROCEDURE:
The complaints shall be processed as per SQMS Procedure document no. NHPC- SQMSP, Section 2.11.

CONCLUSION:
This project provide me a ample of opportunity t o know and understand the importance of the handling and redressal of the grievances of the employees in an organization, after doing a throw study about the tools and techniques related to the grievance and its handling I concluded that: To a great extends the aggravation of industrial problems depends on manager's approaches and attitude in effective handling of employees grievances. Care should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. The conflict management approaches include the win -win strategy that help in the healthy organizational practices and which reflects the strong organizational culture. The co-operation from both parties is the pre-requisite to handle the problem and effective settlement of the grievances. Conscious use of professional self can help managers in the conflict handling situations grievance redressal process.

SUGGESTION: 
BE ACCESSIBLE:
As a business owner, you will always be seen as the boss. This means your employees will not think of you as a friend. Most professionals agree this is actually a good thing, because you should maintain a level of distance between yourself and the rest of your employees in order to

gain respect. However, making the gap too big can actually decrease employee morale. Instead, you should seek the balance between being a boss and being an accessible manager. This means coming out of your office and walking arou nd the workplace. Make connections with your employees when you see the opportunity to do so. It is easy to want to handle all communications by email or online messages with today's technology, but face -to-face contact will make you a more accessible figure around the office. Share in your employee's accomplishments at work and at home by simply asking them how they are doing. You will find employees are more likely to be honest with you on the big issues if they connect with you on small issues. 

CREATE A SYSTEM FOR COMPLAINTS:
Employees need to know the proper way to air grievances. If not, they will air them to whoever will listen. This form of complaining, through gossip or spreading bad news, will not help the morale in your office. Instead of tolerating this, ask your employees to address grievances directly through the system you have established. This system may create liaisons in the office who can be trusted to handle the issue discretely. Often, this is the human resource department in large offices. You may not have a dedicated human resource department, but you can still select employees you feel would be well-suited for the confidentiality required in this type of role. Department managers often serve as stand -in human resources representatives for their respective employees. 

ALLOW EMPLOYEES TO TAKE OWNERSHIP:
Successful business owners realize that most employee grievances can be resolved by empowering the employee to make the necessary change. For example, if an employee is having a problem with the

current system of vacation requests, ask the employee for suggestions on how to change the system. You may find your low -level employees, who are the ones dealing with the policies you create, have a better suggestion than the managers who are not subject to the same policies. Many companies form task forces to deal with the most common grievances. This is particularly important in a bad economy. Some small business managers ask employees for suggestions on how to cut expenses and become more productive instead of laying people off. If you must put a hiring freeze or a pay freeze in place, allow your employees to talk about the concerns they have with the decision. You may find th eir concerns are different from those you anticipated. Ask them for suggestions on how to improve the situation. 

DOCUMENT GRIEVANCES IN WRITING:
Handling grievances is important, but you cannot give into every single grievance or request that is made of you. This is particularly true when employees ask for raises in an economic recession. Sometimes, the profits just do not allow for the standard salary increases. Honesty is a good policy here, but you should also be lookin g out for the way your honest words could be misconstrued or used against you. Always document serious grievances in writing, whether they are financial or not. Once you have discussed the issue with an employee, have that person sign a document stating the situation was addressed to his or her satisfaction. This may seem excessive, but you will be thankful if you ever face a lawsuit with a disgruntled current or former employee. These files will be the only way you can prove in court that you are telling the story correctly.

REFERENCES:Bemmels, B., & Janice, F.R. (1996). Grievance Procedure Research: A Review and Theoretical Recommendations. Journal of Management, 22(3), 359-385. Bemmels, B., & Resyef, Y. (1991). The Roles of Supervisors, Employees and Stewards in Grievance Initiation. Industrial & Labor Relations Review, 45 (1), 15-31. Blake, R.R., & Mouton, J.S., 1968. Corporate Excellent Through Grid Organization Developmen, Houston, Texas: Gulf Publishing Company. Chaykowski, R.P., & Slotsve, G.A. (1992). A Simultaneous Analysis of Grievance Activity and Outcome Decisions. Industrial & Labor Relations Review, 45(4), 724-738.

BIBLIOGRAPHY:
WWW.Wikipedia.com www.tutorial.com www.intranet.com

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