Project Bhel Final 2

A SUMMER INTERNSHIP PROJECT
ON
A STUDY ON GRIEVANCES AMONG EMPLOYEES OF
BHEL, HARIDWAR
SUBMITTED FOR THE PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION
(HUMAN RESOURCE MANAGEMENT)
SESSION: 2018-2020
SUBMITTED TO: SUBMITTED BY:

MS. MAMTA KUMARI SHREYA SHARMA
SR. EXECUTIVE (HR) MBA 3RD SEM
PHONICS GROUP OF INSTITUTON

ROORKEE, UTTARAKHAND
1
DECLARATION
I, Shreya Sharma, hereby declare that this dissertation titled, “A Study on Grievances among
Employees”, is based on the original project study conducted by me under the guidance of Ms.
Mamta Kumari.
This has not been submitted earlier for the award of any other Degree / Diploma by Phonics
Group of Institution or any other Institution.
PLACE: HARIDWAR SHREYA SHARMA
DATE:
2
CERTIFICATE
I hereby declare that the Internship Project Report entitled “A Study on Grievances among
Employees with reference to BHEL, Haridwar”, written and submitted by SHREYA
SHARMA under my guidance is her original work.
The empirical finding in the report is based on the data collected by herself. While preparing
the report, she has not copied anything any source or other projects submitted for similar
purpose.
DATE: SIGNATURE OF THE GUIDE
MS. MAMTA KUMARI
SR. EXECUTIVE (HR), BHEL HARIDWAR
3
ACKNOWLEDGEMENT
I would like to take this opportunity to express my sincere gratitude to my respected mentor
MS. NABILA, for her valuable guidance.
I extend my sincere thanks to SH. PRASHANT BHARTI (Dy. Manager HR), MS. MAMTA
KUMARI (Sr. Executive HR) & MR. SHASHI KANT (HR Executive) for providing me a lot
of information regarding BHEL.
I would like to thank BHEL Management and Department Staffs for their friendliness and
helpful nature, and my Parents for their support.
A special word of thanks to all those I have failed to acknowledge.
SHREYA SHARMA
MBA – 3rd SEM (HR)
4
ABSTRACT
The study was undertaken to find out the “Grievances among Employee with reference to
BHARAT HEAVY ELECTRICALS LIMITED, HARIDWAR”.
The primary data for the study were collected from the employees and staff, using questionnaire
method. The sample size was 14.
The study was successfully compeleted and the responses were analysed and the results were
obtained with the help of excel, finding out the Grievances among Employees and Awareness
of Grievance Handling Mechanism using percentage analysis and charts.
Overall the survey of employee grievances at BHEL was satisfactory.
The detailed description of the analysis and finding of the study are presented in the report.
5
PREFACE
A Summer Internship Project is an important and integral part of management courses as it
bridges the gap between the critical practical aspect of subject understudy and further to get a
finished experience of the industrial environment.
To the same I made my Summer Internship Report on “A Study on Grievances among

Employees with reference to BHEL, Haridwar”
The study reveals the effectiveness and awareness of grievance handling mechanism being
followed in the company.
I choose this topic because the employees are the main factor of production in a company and
their grievances have negative effect on the company.
SHREYA SHARMA
MBA – 3rd SEM (HR)
6
TABLE OF CONTENT
LIST OF TABLES 8
LIST OF CHARTS 9
CHAPTER TITLE PAGE NO.

I INTRODUCTION
1.1 Introduction to the Topic 10-17
1.2 Overview of the company 18-21
II REVIEW OF LITERATURE 22-23
III RESEARCH METHODOLOGY 24-27
IV DATA ANALYSIS AND 28-46

INTERPRETATION
V CONCLUSION, SUGGESTIONS, 47-48

RECOMMENDATIONS
APPENDICES
ANNEXURE I
Bibliography 49
ANNEXURE II
Questionnaire 50-51
7
LIST OF TABLES
S. No. Table No. Page No:
1. Table No.4.1 29
2. Table No.4.2 30
3. Table No.4.3 31
4. Table No.4.4 32
5. Table No.4.5 33
6. Table No.4.6 34
7. Table No.4.7 35
8. Table No.4.8 36
9. Table No.4.9 37
10. Table No.4.10 38
11. Table No.4.11 39
12. Table No.4.12 40
13. Table No.4.13 41
14. Table No.4.14 42
15. Table No.4.15 43
16. Table No.4.16 44
17. Table No.4.17 45
18. Table No.4.18 46
8
LIST OF BAR GRAHS
S. No: Chart No. Page No:
1. Chart No.4.1 29
2. Chart No.4.2 30
3. Chart No.4.3 31
4. Chart No.4.4 32
5. Chart No.4.5 33
6. Chart No.4.6 34
7. Chart No.4.7 35
8. Chart No.4.8 36
9. Chart No.4.9 37
10. Chart No.4.10 38
11. Chart No.4.11 39
12. Chart No.4.12 40
13. Chart No.4.13 41
14. Chart No.4.14 42
15. Chart No.4.15 43
16. Chart No.4.16 44
17. Chart No.4.17 45
18. Chart No.4.18 46
9
CHAPTER I
INTRODUCTION
10
1.1Grievance Machinery
Grievance: A complaint that has been formally presented to a management representative or

to a union official.
In addition, there are other definitions of a grievance that distinguish it from the other two. Few
such definitions are:
 A grievance is a formal dispute between an employee and management on the conditions
of employment. (Glueck, 1978)
 Grievances are complaints that have been formally registered in accordance with the
grievance procedure. (Jackson)
 A grievance is any dissatisfaction or feeling of injustice in connection with one’s
employment situation that is brought to the attention of the management (Beach 1980).
Generally, a grievance is any dissatisfaction that adversely affects organisational relations and
productivity.
The term “Grievance” is used to designate claims by workers of a trade union concerning the
workers individual or collective rights under an applicable collective agreement, individual
contract of employment, law regulations, works rule, custom or usage, such claims involve
questions relating to the interpretation or application of the rules concerned.
There is hardly an industrial concern which functions without any grievance of employees at
all times.
In some concerns, the employees have common complaints against their employers, while in
others; it is the employers who have a grievance against their employees.
Broadly speaking, a complaint affecting one or more workers constitute a grievance.
The complaints may relate to promotion, pay fixation, payment of wages, leave interpretation
of service agreements, working conditions, seniority, transfers, work assignments, discharge
or dismissal or a complaint against a foreman, against the quality of the plant or the parts
unused in it, against machinery.
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An employee is dissatisfied and harbours a grievance when he feels that there has been an
infringement of his rights, that his interests have been jeopardized and that his due claim have
been overlooked.
This sense of grievance generally arise out of a misinterpretation or misapplication of

company policies and practices. Calhoon observes grievances exist in the minds of
individuals are produced and dissipated by situations, are fostered or healed by group
pressures, are adjusted or made worse by supervisors, and are nourished or dissolved by the
climate in the organisation which is affected by all the above factor and by the managements.
Features:
If we analyse these definitions of grievance, some noticeable features emerge clearly:

1. a) A grievance refers to any form of discontent or dissatisfaction with any aspect of the
organisation.
2. b) The dissatisfaction must arise out of employment and not due to personal or family
problems.
3. c) The discontent can arise out of real or imaginary reasons. When the employee feels that
injustice has been done to him, he has a grievance. The reasons for such a feeling may be
valid or invalid, legitimate or irrational, justifiable or ridiculous.
4. d) 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 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. e) Broadly speaking, thus, a grievance is traceable to perceived non-fulfilment of one’s
expectations from the organisation.
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Evolution of Grievance Machinery in India
The following section discusses the evolution of grievance machinery in India.
In large undertakings a common type of grievance procedure involves successive steps at

different levels a workers grievance being first discussed with the immediate supervisor, and
then if no solution is found with higher levels of management.
The number of levels and steps in the procedure usually increases with the size of the
undertaking. Sometimes, when an important question of principle, which would involve a
number of workers is concerned the matter may go directly to a higher level of management.
Under some procedures, bipartite or Joint Grievance committee within the undertaking here
grievance when they have been considered at lower levels at a number of earlier stages in the
procedures.
A settlement reached jointly by the worker and management representatives at any level is
generally regarded as final and binding on the parties.
Till the enactment of the Industrial Employment (standing orders) Act 1964, the settlement of
the day-to-day grievance of workers in India did not receive much attention in the legislative
framework. So, all the industrial units did not have any machinery for redressal of grievance,
and when day-to-day grievance piled up, the accumulated discontent of the workmen often
culminated in the industrial disputes.
The matter regarding the formulation of a grievance procedure was therefore, referred to the
15th session of the Indian Labour Conference, 1957 which accepted the code of discipline. It
specially laid down that management and unions will establish upon a mutually agreed basis,
a grievance procedure which will ensure speedy and full investigation leading to settlement.
The guiding principles, which were evolved under the code for this purpose and the Model
Grievance Procedure for adoption by the parties, were settled in a Tripartite Committee is
September, 1958.
The Model Grievance procedure has three important principals viz., (a) settlement at the
lowest level (b) settlement as expeditiously as possible (c) settlement to the satisfaction of the
aggrieved.
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Like justice, grievance must not only be settled but also seem to be settled in the eyes of the
aggrieved.
The model Grievance procedure has a three tier system for settlement of grievances at the
level of the immediate supervisor, departmental or factory head, and a bipartite grievance
committee representing the management and the union with the provision for arbitration or
appeal to the organisation head with a specified time limit for the resolution process.
The procedure has successive time-bound steps, each leading to the next step in case of lack
of satisfaction under the procedure, an aggrieved employee would first present his grievance
verbally to a designated officer who would give a reply within 48 hrs.
In case the worker is dissatisfied with the decision or fails to get an answer within the
stipulated time, he would personally or accompanied by his departmental representative,
present his grievance to the head of the department.
If the department head fails to give a decision within three days or if the decision is
unsatisfactory, the aggrieved worker can seek relief through the grievance committee,
consisting of nominees of management and workers. This committee would communicate its
recommendations to the manager within 7 days of the grievance reaching it.
If recommendations are not made within this time, the reasons therefore would be recorded,
and if the unanimous decision is not possible, the relevant papers would be placed before the
manager for decision. The Manager is expected to communicate his decision within three
days.
The worker would have a right of appeal to higher authorities for revision of the manager’s
decision. All such appeals have to be decided within 7 days of the workers petition. The
worker, if he so desires, would take a union official with him for discussion with the appellate
authority.
In case of failure to settle the grievance even at this stage. The union and the management
may refer to the voluntary arbitration within a week of receipt of the management’s final
decision.
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KEY FEATURES OF A GOOD GRIEVANCE HANDLING PROCEDURE
Torrington & Hall refer to four key features of a grievance handling procedure, which are
discussed below.
a) Fairness: Fairness is needed not only to be just but also to keep the procedure viable, if
employees develop the belief that the procedure is only a sham, then its value will be lost, and
other means sought to deal with the grievances. This also involves following the principles of
natural justice, as in the case of a disciplinary procedure.
b) Facilities for representation: Representation, e.g., by a shop steward, can be of help to the
individual employee who lacks the confidence or experience to take on the management single-
handedly. However, there is also the risk that the presence of the representative produces a
defensive management attitude, affected by a number of other issues on which the manager and
shop steward may be at loggerheads.
c) Procedural steps: Steps should be limited. There is no value in having more just because
there are more levels in the management hierarchy. This will only lengthen the time taken to
deal with matter and will soon bring the procedure into disrepute.
d) Promptness: Promptness is needed to avoid the bitterness and frustration that can come
from delay. When an employee ‘goes into procedure,’ it is like pulling the communication cord
in the train. The action is not taken lightly and it is in anticipation of a swift resolution.
Furthermore, the manager whose decision is being questioned will have a difficult time until
the matter is settled.
e) Simplicity: The grievance handling procedure should be simple and short. If the procedure
is complicated it may discourage employees and they may fail to make use of it in a proper
manner.
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Grievance Machinery in BHEL
With the object of providing employees an easy and readily accessible machinery for the
ventilation and prompt redressal of their day-to-day grievance, a mutually agreed grievance
procedure is adopted. This grievance procedure may be availed by workman or employees of
all the departments.
This will not cover trainees or apprentices. The Grievance committee consisted of two
representatives of the management and two representatives of the recognized union. Deputy
General Manager (Production) or his nominee and chief personnel manager will be the
management representatives on the
Grievance committee. Two representatives of the recognized union will be nominated by the
recognized union.
Scope
Complaints effecting one or more individual employees in respect of their wage payments,
overtime, leave, transfers, promotion, seniority, work assignment, working conditions,
interpretation and implementation of service agreements, welfare amenities etc., constitute
grievance where the points at dispute are of general applicability of considerable magnitude
and where policy matters are involved, they will fall outside the scope of this procedure.
In case of any grievance arising out of a discharge or dismissal of workman or employee, this
grievance procedure shall not apply.
Instead, discharges or dismissed workman shall have the right to appeal to the dismissing
authority or to the appellate authority.
Various Stages of the Grievance Procedure
Stage I
The aggrieved employee or workman well first present his grievance in person to the foreman
concerned within one week from the date of occurrence of the grievance. All such grievances
will be entered in a grievance register maintained, in the prescribed form, by the said officer,
who will give reply to the employee or workman within seven days of the date of receipt of
the grievance.
16
Stage II
If the employee is not satisfied with the decision of the officer of fails to receive an answer
within the stipulated period, he will either in person or accompanied by his departmental
representatives of the recognized union, present his grievance in writing to the shop manager
or senior engineer. For this purpose, fixed hours will be specified during which on any
working day, an aggrieved employee or workman could meet the said officer for presentation
of his grievance. The said officer will give his answer in writing within 7 days of the
presentation of grievance. If action cannot be taken within that period reasons for the delay
should be recorded.
Stage III
If the discussion of the shop manager or senior engineer is not satisfactory, the aggrieved
employee or workman may request the shop manager or senior engineer for forwarding his
grievance to the chief personnel manager, who has to communicate the reply with 7 days from
the date of receipt of his grievance.
Stage IV
If the reply of the Chief personnel manager is not satisfactory, then the aggrieved employee or
workman may request for forwarding his grievance to the Grievance Committee which will
make its recommendations to the General
Manager within 10 days of the employee’s request. If the recommendations cannot be made
within this time limit, the reason for such delay will be recorded. Unanimous
recommendations of the Grievance Committee will be implemented by the management. In
the event of difference of opinion among the members of the grievance committee, the view
of the members along with the relevant papers will be placed before the General Manger for
final decision.
In either case, the final decision of the management will be communicated to the employee
concerned by the chief personnel manager within 5 days from the receipt of grievance
committee recommendations.
17
Stage V
The aggrieved workman or employee; has right to appeal to the General Manager for a
revision of final decision of the management. In making this appeal, the employee if he so
desires, will have the right to take a union official along with him to facilitate discussions
with the General Manager. The General Manager or the person designated by him will
communicate the decision within a week of the employee’s revision petition. If no agreement
could be reached the union and the management will refer the grievance to voluntary
arbitration.
Where a workman or employee has taken up a grievance for redressal, under this procedure,
the formal conciliation machinery will not intervene till all steps in the procedure are
exhausted. A grievance will be presumed to the form of dispute only when the final decision
of the General Manager in respect of the grievance is not satisfactory to the workman or
employee.
If a grievance arises out of an order given by management, the said order shall first be
complied with before the workman or employee concerned invokes the procedure laid down
for redressal of grievance. However, there is a time lag between the issue of order and its
compliance, the grievance procedure may immediately be invoked but the order nevertheless
must be complied with on the due date even if all the steps in the grievance procedure have
not been exhausted. The union representatives on the grievance committee will have the right
of access to any document relevant to the enquiry and reference to which may be necessary to
understand the merit or otherwise of the workers or employees grievance. The management
representatives will have the right, however, to refuse to show any document or give any
information which they consider to be of a confidential documents however be used against
the employee in the course of the grievance proceedings.
There is a time limit within which an appeal may be preferred from one stage to other. For
this purpose, the aggrieved workman or employee will within 72 hours of the receipt of the
decision at each stage (or if no decision is received, on the expiry of the stipulated period) file
his appeal with the authority at the next higher stage, should he feel inclined to appeal. In
calculating the various time intervals under the above claws, holidays will not be reckoned.
18
But most of these grievance were settled at the level of Stage I. Few other grievance were
settled at the level of Stage II and very few grievances were settled at the level of Stage III.
The present study highlighted that most of the grievance at the committee level settled
through the process of conciliation.
Other grievance settled through adjudication and arbitration. The following table indicates the
mode of settlement of grievance.
It was observed that most of the grievance in case study unit pertained to the seniority
followed by the promotion, pay fixation, financial benefits, house rent allowed and leave
facilities.
There is a strong institution base for resolving the grievance in the unit. The Grievance
Redressal procedure adopted by the unit is successful in settling the grievance in the
enterprise. It was found that existing grievance machinery has aroused a cordial atmosphere in
the undertaking for harmonious industrial relations. The management and trade unions are
cooperative with each other in resolving the grievance the main thing is that it is not the
procedure or the number of subject that are dealt with by the organisation but be that
wherever a grievance procedure is followed. There should be definite time limit set for the
supervisor according to which he has got to give a reply within the specific period and not
only give a formal reply but he should see that it is implemented so. The grievance
procedure adopted in the case study unit fulfils all these requirements.
19
1.2 OVERVIEW
ABOUT BHEL
Bharat Heavy Electricals Limited (B.H.E.L.) is the largest engineering and manufacturing
enterprise in India.
BHEL caters to core sectors of the Indian Economy viz., Power Generation's &
Transmission, Industry, Transportation, Telecommunication, Renewable Energy, Defense and
many more.
 Established in 1960s under the Indo-Soviet Agreements of 1959 and 1960 in the area
of Scientific, Technical and Industrial Cooperation.
 BHEL has its setup spread all over India namely New Delhi, Gurgaon, Haridwar,
Rudrapur, Jhansi, Bhopal, Hyderabad, Jagdishpur, Tiruchirapalli, Bangalore and many
more.
 Over 65% of power generated in India comes from BHEL-supplied equipment.

Overall it has installed power equipment for over 90,000 MW.
 BHEL's Investment in R&D is amongst the largest in the corporate sector in India. Net
Profit of the company in the year 2011-2012 was recorded as 6868crore having a high
of 21.2% in comparison to last year.
 It is one of India's nine largest Public Sector Undertakings or PSUs, known as the
NAVRATNAS or 'The Nine Jewels’.
 The power plant equipment manufactured by BHEL is based on contemporary

technology comparable to the best in the world.
20
Forging ahead on a sturdy foundation of over five decades of engineering excellence and
embracing the glorious next phase of its growth, BHEL is an integrated power plant equipment
manufacturer and one of the largest engineering and manufacturing company of its kind in India
engaged in the design, engineering, manufacture, construction, testing, commissioning and
servicing of a wide range of products and services for core sectors of the economy, viz. Power,
Transmission, Industry, Transportation (Railways), Renewable Energy, Oil & Gas, Water and
Defence with over 180 products offerings to meet the needs of these sectors. BHEL has been
the bedrock of India's Heavy Electrical Equipment industry since its incorporation in 1964.
BHEL's growth has been synchronous with achieving self-sufficiency in the indigenous
manufacturing of heavy electrical equipment. Out of the available 35,000 MW per annum
capacity for power plant equipment manufacturing in the country, BHEL alone constitutes a
mammoth 20,000 MW per annum capacity.
A widespread network of 17 Manufacturing Divisions, 2 Repair Units, 4 Regional Offices, 8

Service Centres, 6 Overseas Offices, 6 Joint Ventures, 15 Regional Marketing Centres and
current project execution at more than 150 project sites across India and abroad corroborates
the humungous scale and size of its operations.
Adding to its achievements, BHEL has joined the elite club of select global giants having an
installed base of over 170 GW of power generating equipment globally. In FY 2015-16 the
company has recorded the highest-ever commissioning of projects in its history.
Enhanced focus on project execution has resulted in BHEL creating history by way of
commissioning/synchronizing an all-time high 15,059 MW of power generating equipment
during the year. This includes the highest-ever power generation capacity addition of 13,061
MW to the Indian utility segment, a quantum jump of 59% over the previous year.
With this, BHEL has already achieved 94% of the capacity addition target for the XII Plan in
first 4 years itself. 55% of the supercritical sets commissioned in the country are contributed
by BHEL, a testimony to its valuable contribution towards nation building.
21
BHEL also has a widespread overseas footprint in 78 countries with cumulative overseas
installed capacity of BHEL manufactured power plants nearing 10,000 MW including
Belarus, Bhutan, Egypt, Indonesia, Iraq, Kazakhstan, Malaysia, New Zealand, Oman,
Rwanda, Sudan, Tajikistan and UAE.
The high level of quality & reliability of BHEL products is due to adherence to international
standards by acquiring and adapting some of the best technologies from leading companies in
the world including General Electric Company, Alstom SA, Siemens AG and Mitsubishi
Heavy Industries Ltd., together with technologies developed in its own R&D centres.
Most of its manufacturing units and other entities have been accredited to Quality
Management Systems (ISO 9001:2008), Environmental Management Systems (ISO
14001:2004) and Occupational Health & Safety Management Systems (OHSAS 18001:2007).
BHEL's greatest strength is its highly skilled and committed workforce of around 42,200
employees that have been the cornerstone of BHEL's journey ensuring success. Further, the
concept of sustainable development is inculcated in the DNA of BHEL which is evident from
its mission statement-"providing sustainable business solutions in the fields of energy,
industry and infrastructure".
BHEL is also engaging with the society with its social initiatives aimed at Community
Development, Health & Hygiene, Education, Environment Protection, Disaster Management,
and Talent up gradation/Skill development.
The future is filled with both exciting opportunities & gruelling challenges. BHEL has
embraced new business opportunities by expanding its offerings and enhancing
competitiveness seeking to realize its long term vision.
Creating new business avenues and maximizing the utilization of available infrastructure will
be the key to future growth and stakeholders' wealth enhancement.
22
Award:
 Bharat Heavy Electricals Limited (BHEL) has been ranked the Ninth Most Innovative
Company in the world by the renowned US business magazine Forbes in 2011
 BHEL wins ICWAI National Awards for Excellence in Cost Management for the sixth
consecutive year; maximum number of awards conferred on BHEL among public and
private sector companies.
 BHEL's Innovativeness gets Global Recognition; Forbes ranks BHEL at No.9 in the list of
the World's 100 Most Innovative Companies.
 BHEL gets Golden Peacock Award 2011 for Occupational Health and Safety.
 2010– BHEL bags EEPC's Top Export Award for the 20th consecutive year.
 BHEL wins MoU Excellence Award for the year 2006–07 for the highest growth rate in
Market Capitalization.
Other achievements, BHEL has:
 Installed equipment for over 90,000 MW of power generation –– for Utilities, Captive and
Industrial users.
 Supplied over 2,25,000 MVA transformer capacity and other equipment operating in
Transmission & Distribution network up to 400 kV (AC & DC).
 Supplied over 25,000 Motors with Drive Control System to Power projects, Petrochemicals,
Refineries, Steel, Aluminium, Fertilizer, Cement plants, etc.
 Supplied Traction electrics and AC/DC locos to power over 12,000 kms Railway network.
 Supplied over one million Valves to Power Plants and other Industries
23
ABOUT BHEL, HARIDWAR
Bharat Heavy Electricals Ltd. (BHEL) Haridwar has two Manufacturing plants:-
Heavy Electricals Equipment Plant (HEEP) and Central Forge Plant (CFFP). It also has a
Pollution Control Research Institute, PCRI.
HEEP
The Heavy Electricals Equipment Plant is one of the major manufacturing units of BHEL.
The core business of HEEP includes design and manufacture of large size steam and gas
turbines, turbo generators, heat exchangers, condensers and auxiliaries.
CFFP
The Central Foundry Forge Plant (CFFP) is engaged in manufacture of large size Castings
and Forgings of various types of steels like alloy steels, creep resistant steel and supercritical
grade steel.
HEEP & CFFP both have been awarded certificates for Quality Systems (ISO-9001:2008)
Environment (ISO-14001) and Occupational Health & Safety (ISO-18001)
PCRI
The Pollution Control Research Institute (PCRI) provides services in the field of
Environmental Management and Pollution Control in the areas of air, water, noise and solid
waste.
24
HR Department Of BHEL , HEEP
25
CHAPTERII
LITERATURE REVIEW
26
Dr.V.MohanaSundaram, N.Saranya, (𝟐𝟎𝟏𝟑)𝟏 in his article “Employee Grievance”
Organisations are made up of people and functions through people without people organisation
cannot exist. The resource of men, money, materials and machinery are collected, coordinated
and utilized through people in the organisation. It is through the combination efforts of people
that materials and monetary resources are effectively utilized for the attainment of common
objectives and goals without united human efforts no organization can achieve its goals.
Zulkifee Bin Daud, KhulidaKiranaYahya, (𝟐𝟎𝟏𝟏)𝟐 in his research paper “The Influence of
Heads of Department Personalities on the Selection of Grievance Handling Styles”
Grievance management is an important topic in the area of industrial relations. Research on
grievance management is burgeoning, and yet the understanding of its antecedents and
consequences remains rather unclear. This research discusses the style in handling grievances
among heads of department at telecommunication headquarters and branches located in
Peninsular Malaysia and the determinant of personalities in selecting the appropriate styles.
Sonika Sharma, Niti Sharma, (𝟐𝟎𝟏𝟏)𝟑 in her research paper entitled “Listening Skills: A
Pre-Requisite for Grievance Handling” The ability to be an active listener is too often taken
for granted. HR professionals play pivot role in the organisation. They inject a feeling of
confidence and belief among the staff members by listening and solving their issues and
concerns. Employee’s grievances are essentially human problems, real or imaginary.
Lawrence Nurse, Dwayne Devenish, (𝟐𝟎𝟏𝟏)𝟒 in his working paper entitled “Grievance
Management and its Links to Workplace Justice” The purpose of this paper is to explore the
influence of worker’s demographic characteristics on their perceptions of procedural justice
from grievance management. A related aim is to determine whether procedural justice
perception have an impact on perceptions of distributive justice.
Casey Ichniowski,(𝟏𝟗𝟖𝟔)𝟓 in his study “The Effects of Grievance Activity on

Productivity”develops and tests a production function that includes a plant's grievance filing
rate as a determinant of productivity. Application of that function to data on nine unionized
paper mills for 1976-82 shows that the more grievances that were filed in a mill, the lower
that mill's productivity. Although this effect produced only small percentage changes in the
productivity of these mills, the author argues that these changes could result in much larger
27
percentage changes in the mills' operating profits. Finally, a comparison between the
productivity of the nine union mills and that of a non-union mill that has no grievance
procedure shows that the non-union mill has significantly lower productivity.
Ignace Ng and Ali Dastmalchian,(𝟏𝟗𝟖𝟗)𝟔analysed 1,160 grievance cases from the Canadian
federal sector, all of which were resolved short of arbitration, the authors find in their study
“Determinants of Grievance Outcomes”that the highest percentages of decisions favourable
to grievants occur in the early steps of the grievance procedure; the grievances of higher-paid
employees are more likely to be granted than are those of lower-paid employees; and
grievance outcomes vary depending on the nature of the issue, with grievances over working
conditions most likely to be granted and grievances over assignment of work duties least
likely to be granted.
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CHAPTER III
RESEARCH METHODOLOGY
29
RESEARCH
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined
as “A careful investigation or enquiry especially through search for new fact in any branch of
knowledge”.
RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of obtaining information
useful for assessing explanation.
 RESEARCH OBJECTIVE
PRIMARY OBJECTIVE
To study the effectiveness of grievance handling mechanism.
SECONDARY OBJECTIVE
1. To identify whether the employees are aware of the grievance handling mechanism.
2. To identify whether the grievance handling system leads to a favourable attitude towards
the management
3. To identify that the grievance handling system leads to a mutual understanding between
workers and the management
4. To know the level of satisfaction towards the grievance handling procedure of the
organization
30
5. To identify the factors influencing the effectiveness of the grievance handling in the
organization
 TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross
sectional study of the current situation .The descriptive methods are extensively used in the
physical and natural science, for instance when physics measures, biology classifies, zoology
dissects and geology studies the rock. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.
DESCRIPTIVE RESEARCH AIMS
 To portray the characteristics of a particular individual situation or group (with or without

specific initial hypothesis about the nature of this characteristics).
 DATA COLLECTION METHOD
Data was collected using Questionnaire. This method is quite popular in case of big enquires.
Private individuals, research workers, private and public organizations and even government
are adopting it. A questionnaire consists of a number of question involves both specific and
general question related to Grievance Handling.
 SOURCES OF DATA
The two sources of data collection are namely primary&secondary.
Primary Data:
Primary data are fresh data collected through survey from the employees using questionnaire.
Secondary Data
Secondary data are collected from books and internet.
 RESEARCH DESIGN
31
Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design where we
find a solution to an existing problem. The problem of this study is to find the effectiveness of
Grievance Handling at BHEL, Haridwar.
 SAMPLE DESIGN
Sample Element : Employees at BHEL, Haridwar.
Sample Size : 14 samples
Sample Media : Questionnaire
Sampling Method : Simple Random Sampling
Limitations of the study
 The sample size was restricted to 14

 Personal interview was not allowed.
Scope for the study
 The project throws light on need for Grievance handling mechanism and this study
facilitates the management for further improvement on the same.
 This study will be useful when similar kind of research is undertaken.
32
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
33
1. What is your grievance?
S.No. Grievance No. of Percentage

respondents
1. Non –Monitory
4 29%
incentives
2. Working condition 6 43%
3. Promotion 1 7%
4. Discipline. 1 7%
5. Others 2 14%
Total 14 100%
Table No. 4.1
34
Chart No. 4.1
Inference:
From the above table it is inferred that 29% of respondents state that they are facing
grievance regarding Non-Monitory Incentives, 43% respondent state that they are facing
grievance regarding Working Conditions, 7% respondent state that they are facing grievance
regarding Promotion, 7% respondent state the they are facing grievance regarding Discipline
and 14% respondent state that they are facing grievance related to Other things.
2. From how long are you facing the grievance?
S.No. Length of No. of Percentage

GRIEVANCE respondents
1 Less than 6 2 14%

months
2 More than 6 10 86%

months
Total 14 100%
35
Table No. 4.2
Chart No. 4.2
Inference:
From the above table it is inferred that 14% of respondents state that they are facing
grievance from Less Than 6 Months and 86% of respondent state that they are facing
grievance from More Than 6 Months.
3. Do you share grievances with your colleague?
S.No. Options No. of Percentage

respondents
1 Always 6 43%
36
2 Sometimes 6 43%
3 Never 2 14%
Total 14 100%
Table No. 4.3
Chart No. 4.3
Inference:
From the above table it is inferred that 43% of respondents state that they always share
grievance with their Colleagues, 43% of the respondent state that they sometimes share their
Grievances with their Colleagues and 14% of the respondent state that Never share their
grievance with their Colleagues.
37
4. Do you directly go & discuss your grievance with immediate superior when a
grievance arises?

respondents
1 Always 11 79%
2 Sometimes 3 21%
3 Never 0 0%
Total 14 100%
Table No. 4.4
Chart No. 4.4
38
Inference:
From the above table it is inferred that 79% of respondents state that they directly go
&discuss their Grievance with their immediate superior, 21% of respondent state that they
sometimes discuss their Grievance with their immediate superior.
5. Are you aware of the grievance redressal procedure followed in your organization?

respondents
1 YES 12 86%
2 NO 2 14%
Total 14 100%
Table No. 4.5
39
Chart No. 4.5
Inference:
From the above table it is inferred that 86% of respondents state that they are Aware
of the Grievance Redressal Procedure being followed in their organisation and 14% of the
respondent state that are not aware of the Grievance redressal procedure followed in their
organisation
6. Is the grievance handling procedure explained to you?

respondents
1 YES 11 79%
2 NO 3 21%
Total 14 100%
Table No. 4.6
40
Chart No. 4.6
Inference:
From the above table it is inferred that 79% of respondents state that Grievance
handling procedure explained to them and 21% of the respondent state that Grievance
Handling procedure is not explained to them.
7. Have you registered your grievance to the immediate superior?

respondents
1 YES 7 50%
2 NO 7 50%
41
Total 14 100%
Table No. 4.7
Chart No. 4.7
Inference:
From the above table it is inferred that 50% of respondents state that they registered
their Grievance with their immediate superior and 50% of the respondent state that they did
not registered their grievance with their immediate superior.
8. Does your immediate superior respond to your grievance in specify time limit?
42
respondents
1 YES 9 64%
2 NO 5 36%
Total 14 100%
Table No. 4.8
Chart No. 4.8
Inference:
From the above table it is inferred that 64% of respondents state that their immediate
superior respond to their grievance in specified time limit and 36% of the respondent state that
their immediate superior does not respond to their grievance in specified time limit.
43
9. Does management has redressed your grievance?

respondents
1 YES 5 36%
2 NO 9 64%
Total 14 100%
Table No. 4.9
Chart No. 4.9
44
Inference:
From the above table it is inferred that 36% of respondents state that management has
redressed their grievance and 64% of the respondent state that management has not redressed
their grievance.
10. Does management gather all relevant facts about the grievance?

respondents
1 YES 9 64%
2 NO 5 36%
Total 14 100%
Table No. 4.10
45
Chart No. 4.10
Inference:
From the above table it is inferred that 64% of respondents state that management
gather all relevant facts about the grievance 36% of respondent state that management does
not gather all relevant facts about the grievance.
11. How much time management has taken to redress your grievance?
S.No. Length of No. of Percentage

grievanceRed respondents
ress
1 Less than 01 1 7%
month
2 More than 01 6 43%

month
3 Pending 7 50%
Total 14 100%
Table No. 4.11
46
Chart No. 4.11
Inference:
From the above table it is inferred that 7% of respondents state that management take
less than 1 month time to redress their grievance, 43% of respondent state that management
take more than 1 month time to redress their grievance and 50% of the respondent state that
their grievances are still pending.
12. Are you informed about the action taken in view of your grievance?

respondents
1 Yes 10 71%
2 No 4 29%
Total 14 100%
Table No. 4.12
47
Chart No. 4.12
Inference:
From the above table it is inferred that 71% of respondents state that they are informed
about the action taken in view of their grievance and 29% of respondent state that they are not
informed about the action taken in view of their grievance.
13. Are there any discrepancies in handling the grievances in the organization?

respondents
1 Always 5 36%
48
2 Sometimes 8 57%
3 Never 1 7%
Total 14 100%
Table No. 4.13
Chart No. 4.13
Inference:
From the above table it is inferred that 36% of respondents state that there are always
discrepancies in handling the grievances in the organisation, 57% of the respondent state that
sometimes there are discrepancies in handling the grievances in the organisation and 7% of
the respondent state that there is never any discrepancy in handling the grievances in the
organisation.
14. Are you satisfied with the management decision regarding your grievance?
49
respondents
1. Strongly agree 2 14%
2. Agree 4 29%
3. Neutral 3 21%
4. Disagree 4 29%
5. Strongly Disagree 1 7%
Total 14 100%
Table No. 4.14
Chart No. 4.14
Inference:
From the above table it is inferred that 14% of respondents strongly agree that they are
satisfied with the management decision regarding their grievance, 29% of respondents agree
50
that they are satisfied with the management decision regarding their grievance, 21% of
respondents are neutral that they are satisfied with the management decision regarding their
grievance, 29% of respondents disagree that they are satisfied with the management decision
regarding their grievance and 7% of respondents strongly disagree that they are satisfied with
the management decision regarding their grievance.
15. Do you feel that present grievance handling policy of your organization is effective?

respondents
2. Agree 4 29%
3. Neutral 6 43%
4. Disagree 2 14%
Total 14 100%
Table No. 4.15
51
Chart No. 4.15
Inference:
From the above table it is inferred that 7% of respondents strongly agree that they feel
the present grievance handling policy of their organisation is effective, 29% of respondents
agree that they feel the present grievance handling policy of their organisation is effective,
43% of respondents are neutral that they feel the present grievance handling policy of their
organisation is effective, 14% of respondents disagree that they feel the present grievance
handling policy of their organisation is effective and 7% of respondents strongly disagree that
they feel the present grievance handling policy of their organisation is effective.
16. Are you satisfied with the grievance handling policy of the organization?

respondents
2. Agree 4 29%
3. Neutral 6 43%
4. Disagree 1 7%
52
Total 14 100%
Table No. 4.16
Chart No. 4.16
Inference:
From the above table it is inferred that 14% of respondents strongly agree that they are
satisfied with the grievance handling policy of the organisation, 29% of respondents agree
53
that they are satisfied with the grievance handling policy, 43% of respondents are neutral that
they are satisfied with the grievance handling policy of the organisation , 7% of respondents
disagree that they are satisfied with the grievance handling policy of the organisation and 7%
of respondents strongly disagree that they are satisfied with the grievance handling policy of
the organisation.
17. The management has been making efforts to dispose off all grievances procedurally
with a view to ensure justice and satisfaction to the employees.

respondents
2. Agree 5 36%
3. Neutral 6 43%
4. Disagree 1 7%
Total 14 100%
Table No. 4.17
54
Chart No. 4.17
Inference:
From the above table it is inferred that 14% of respondents strongly agree that the
management has been making efforts to dispose of all grievances procedurally with a view to
ensure justice and satisfaction to the employees, 36% of respondents agree that the
ensure justice and satisfaction to the employees, 43% of respondents are neutral that the
ensure justice and satisfaction to the employees and 7% of respondents disagree that the
ensure justice and satisfaction to the employees.
18. Grievance redressal is one of the major components of job satisfaction.

respondents
2. Agree 5 36%
3. Neutral 3 21%
4. Disagree 0 0%
Total 14 100%
Table No. 4.18
55
Chart No. 4.18
Inference:
From the above table it is inferred that 43% of respondents strongly agree that
grievance redressal is one of the major components of job satisfaction, 36% of respondents
agree that grievance redressal is one of the major components of job satisfaction and 21% of
respondents are neutral that grievance redressal is one of the major components of job
satisfaction.
56
CHAPTER V
CONCLUSION, RECOMMENDATIONS &

SUGGESTIONS
57
CONCLUSION
• The study reveals that the Grievance handling mechanism is satisfactory.
• The organization is recognizing the importance of satisfying the employees and

retaining them.
• Most of the employees are aware of the various committees available to redress their
grievance.
• The employees feel open to share their grievances.
• 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.
RECOMMENDATIONS AND SUGGESTIONS
• Temporary relief can be provided so that the delay does not increase employee
frustration and anxiety and thereby not affecting his / her morale and productivity.
• Informal counselling can also help to address and manage grievances.
• Suggestion boxes can be installed. This brings the problem or conflict of interest to light.
• As soon as the grievance arises, it should be identified and resolved.
• Training must be given to the managers to effectively and timely manage a grievance.
This will lower the detrimental effects of grievance on the employees and their
performance.
58
ANNEXURE I
BIBLIOGRAPHY
1. Dr.V.Mohana, Sundaram, N.Saranya,(2013), “Employee Grievance”.
2. Zulkifee Bin Daud, KhulidaKiranaYahya, (2011) , “The Influence of Heads of

Department Personalities on the Selection of Grievance Handling Styles”
3. Sonika Sharma, Niti Sharma, (2011),“Listening Skills: A Pre-Requisite for

Grievance Handling”
4. Lawrence Nurse, Dwayne Devenish, (𝟐𝟎𝟏𝟏) ,“Grievance Management and its
Links to Workplace Justice
5. Casey Ichniowski, “The Effects of Grievance Activity on Productivity”- INDUSTRIAL

AND LABOR RELATIONS REVIEW, Vol. 40, No. 1 (Oct., 1986), pp. 75-89
6. Ignace Ng and Ali Dastmalchian, “Determinants of Grievance Outcomes: A Case
Study”-INDUSTRIAL AND LABOR RELATIONS REVIEW,Vol. 42, No. 3 (Apr., 1989),
pp. 393-403
WEB SITE
1. www.citehr.com
2. www.bhel.com
59
ANNEXURE II
QUESTIONNAIRE
Respected Sir / Madam, I am Shreya sharma , student of Phonics Group of Institution,

Roorkee. As a part of my MBA curriculum, I am doing the project on “A STUDY ON
GRIEVANCES AMONG EMPLOYEES” I kindly request you to help me in the study by
answering the questions below. It is purely for academic purpose.
Thanking you.
Instruction: Given below are some statements. Please read each of them carefully and select
the appropriate choice as given below, by making a tick mark in the box across each item
Which department you are attached with?
…………………………………………………………………………………………………
Your DESIGNATION in the organization
………………………………………………………………………….
01. What is your grievance?
A) Non –Monitory incentives B) Working condition C) Promotion

D) Discipline E) Others
02. From how long are you facing the grievance?
A) Less than 6 months. B) More than 6 months.
03. Do you share grievances with your colleague?
A) Always B) Sometimes C) Never
04. Do you directly go & discuss your grievance with immediate superior when a
grievance arises?
60
05. Are you aware of the grievance redressal procedure followed in your organization?
A) Yes B) No
06. Is the grievance handling procedure explained to you?
A) Yes B) No
07. Have you registered your grievance to the immediate superior?
A) Yes B) No
08. Does your immediate superior respond to your grievance in specify time limit?
A) Yes B) No
09. Does management has redressed your grievance?
A) Yes B) No
10. Does management gather all relevant facts about the grievance?
A) Yes B) No
11. How much time management has taken to redress your grievance?
A) Less than 01 month B) More than 01 month C) Pending
12. Are you informed about the action taken in view of your grievance?
A) Yes B) No
13. Are there any discrepancies in handling the grievances in the organization?
14. Are you satisfied with the management decision regarding your grievance?
A) Strongly agree B) Agree C) Neutral D) Disagree

E) Strongly Disagree
15. Do you feel that present grievance handling policy of your organization is effective?
61
16. Are you satisfied with the grievance handling policy of the organization?
17. The management has been making efforts to dispose off all grievances procedurally
with a view to ensure justice and satisfaction to the employees.

18. Grievance redressal is one of the major components of job satisfaction.

………………………Thank you for sparing your valuable time…………………
62

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A SUMMER INTERNSHIP PROJECT

SUBMITTED FOR THE PARTIAL FULFILLMENT OF

SUBMITTED TO: SUBMITTED BY:

PHONICS GROUP OF INSTITUTON

PLACE: HARIDWAR SHREYA SHARMA

DATE: SIGNATURE OF THE GUIDE

MS. MAMTA KUMARI

SR. EXECUTIVE (HR), BHEL HARIDWAR

A special word of thanks to all those I have failed to acknowledge.

MBA – 3rd SEM (HR)

Overall the survey of employee grievances at BHEL was satisfactory.

To the same I made my Summer Internship Report on “A Study on Grievances among

MBA – 3rd SEM (HR)

CHAPTER TITLE PAGE NO.

II REVIEW OF LITERATURE 22-23

III RESEARCH METHODOLOGY 24-27

IV DATA ANALYSIS AND 28-46

V CONCLUSION, SUGGESTIONS, 47-48

S. No. Table No. Page No:

10. Table No.4.10 38

11. Table No.4.11 39

12. Table No.4.12 40

13. Table No.4.13 41

14. Table No.4.14 42

15. Table No.4.15 43

16. Table No.4.16 44

17. Table No.4.17 45

18. Table No.4.18 46

S. No: Chart No. Page No:

10. Chart No.4.10 38

11. Chart No.4.11 39

12. Chart No.4.12 40

13. Chart No.4.13 41

14. Chart No.4.14 42

15. Chart No.4.15 43

16. Chart No.4.16 44

17. Chart No.4.17 45

18. Chart No.4.18 46

Grievance: A complaint that has been formally presented to a management representative or

Broadly speaking, a complaint affecting one or more workers constitute a grievance.

This sense of grievance generally arise out of a misinterpretation or misapplication of

If we analyse these definitions of grievance, some noticeable features emerge clearly:

The following section discusses the evolution of grievance machinery in India.

In large undertakings a common type of grievance procedure involves successive steps at

Various Stages of the Grievance Procedure

 Over 65% of power generated in India comes from BHEL-supplied equipment.

 The power plant equipment manufactured by BHEL is based on contemporary

A widespread network of 17 Manufacturing Divisions, 2 Repair Units, 4 Regional Offices, 8

Other achievements, BHEL has:

Casey Ichniowski,(𝟏𝟗𝟖𝟔)𝟓 in his study “The Effects of Grievance Activity on

To study the effectiveness of grievance handling mechanism.

DESCRIPTIVE RESEARCH AIMS

 To portray the characteristics of a particular individual situation or group (with or without

 DATA COLLECTION METHOD

Secondary data are collected from books and internet.

Sample Element : Employees at BHEL, Haridwar.

Sample Size : 14 samples

Sample Media : Questionnaire

Sampling Method : Simple Random Sampling

Limitations of the study

 The sample size was restricted to 14

Scope for the study

DATA ANALYSIS AND INTERPRETATION