ANU

STUDY
ON
GRIEVANCE HANDLING
CONTENTS
CHAPTER –I
 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVES OF THE STUDY
 SCOPE OF THE STUDY
 RESEARCH METHODOLOGY
CHAPTER-II
 INDUSTRY PROFILE
 COMPANY PROFILE
CHAPTER-III
 THEORETICAL FRAME WORK
CHAPTER-IV
 DATA ANALYSIS AND INTERPRETATION
CHAPTER-V
 SUMMARY
 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLIOGRAPHY
 ANNEXTURE
CHAPTER-1
INTRODUCTION
Introduction to organization:
Steel comprises one of the most important inputs in all sectors of economy. Economy of the country depends
on the strong base of the iron and steel industry. The level of steel consumption’s has long been regarded as an
index of industrialization and economic maturity attained by country. Keeping in the view the importance of
steel, the integrated steel plants with foreign collaborations were set up in the public sector in the post-
independence era.
The development of steel industry in India should be viewed in conjunction with the type and system of
government that had been ruling the country. The production of steel in significant quantity started after 1990.
The growth of steel industry can be conveniently started by dividing the period into pre and post independence
era. In the period of pre independence, steel production was 1.5 million tons per year, which was raised to 9
million tones of target. This is the result of the bold steps taken by the government to develop this sector.
The organization is required to identify and fulfill his requirements to the extent possible. Employees
satisfaction is the goal and objective of organization. Now-a-days many organizations recognized this fact and
adopting customer oriented policies and methods in achieving his satisfaction. in the same way employees
grievance is one of the prime reasons for the employees performance. Solving employees grievance will lead
to job satisfaction and increase the efficiency of the employees which will benefit both employees as well as
organization. grievance handling system is a major challenge life style.
Grievance handling:
No human being can ever be satisfied on all accounts. The same applies to employees working in
organizations who may not be satisfied with all aspects of their working life such as working conditions, terms
of employment , wages , bonus , leaves , promotion etc. Some of the dissatisfaction is based upon genuine
causes but some of them are not real and are created by the employees only to blame others. This
dissatisfaction is called grievance.
 Dissatisfaction is anything that disturbs an employee, whether or not the unrest is expressed in words.
 Grievance is a complaint that has been formally presented to management representative or to a union
official.
Meaning:
Redressed of employee’s grievances is an essential part of any organization. It means to help to solve problem
of an employee who is in trouble and wants some kind of help. There will be a structure, regulations sand rules
in organization.
Definition:
According to MICHAEL JUCIUS, grievance is” a feeling of dissatisfaction whether expressed or not whether
valid or not, arising out of anything connected with the organization which an employee thinks, believes or
even feels unfair, unjust or inequitable.”
Legal definition of grievance:
In labor law a complaint filed by an employee regarding working conditions to be resolved by

procedural machinery provided in the union contract. An injury, injustice, or wrong which gives
ground for complaint.
Need for the study
 The grievance handling system is an integral part of an organization. It enables the employees to
express formally their complaints over the management policies and practices.
 To improve the efficiency of the employee in the organization a sound grievance handling procedure is
needed. It also reduces the employee turnover in the organization.
 The need for the study arises mainly to understand the perception of the employees at their present
grievance handling system in the organization by identifying the employees attitude towards the
grievance handling system the company can solve the grievances very effectively thereby reducing the
employee dissatisfaction. Another reason for conducting this study is to analyze the prevailing
grievance handling system and to find its effectiveness through this study some of the valuable
suggestions may be provided for the improvement of the grievance handling system in the company.
Objectives of the study:
 To study the employee grievance handling.

 To know whether the employees are satisfied with current grievance handling procedures and how
they are benefited.
 To improvise the current problems in the current grievance handling process.
 To know the grievance of the employee.
 To know the process of reporting mechanism of grievances of employees.
 To study the perception of workers towards the existing grievance handling procedure.
Scope of the study:
The scope of the study is extended only to the employees working in steel plant it doesn’t cover employees
working in other divisions of steel plant in other cities. To fulfill the objectives of this research, the study is
undertaken to analyze the grievance management system followed at steel plant.
The scope of the study is as follows:
 This study deals with the analysis of the effectiveness of the grievance handling system of the
company.
 It also identifies the employee’s opinion towards the existing grievance handling system in the
company.
 The effectiveness of the present grievance handling system will be analyzed and suitable measures to
improve the same may be suggested.
 The research study is limited to a sample size.
 The sample consisted is limited employees.
 The time provided for the study was very limited for the period of 45 days.
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.
Primary as well as secondary data was used to collect information on the area of the study.
 Primary data:
The normal procedure to obtain primary data is to interview a person individually. The method used for
collecting the data for my study is done by Questionnaire method personally administered to the employees of
steel plant.
 Secondary data:
Secondary data are the data that has already been collected by someone else and which already been passed
through statistical process. This type of data is called as secondary data.
Internal data has been collected through the manuals and records of the organization.
External data was collected through the books on human resource management and Journals.
The survey will be based on primary data, which is obtained through structured questionnaire. Analysis will be
done by using statistical tools like percentage method, weighted average method and correlation technique
CHAPTER-2
INDUSTRY PROFILE
INTRODUCTION TO STEEL
Steel is an alloy of iron and copper containing less than 2% carbon and 1% manganese
and small amounts of silicon, phosphorous, sulphur and oxygen. Steel is the world’s
important engineering and construction material. It is used in every aspect of our lives; in
cars and construction products, refrigerators and washing machines, cargo ships and
surgical scalpels. Steel is not a single product, there are more than 3500 different grades
of steel with many different physical and chemical properties.
India got into the steel making in the early20th century when JRG Tata set up the first steel
mill in the country in 1907 in Jamshedpur. Since then, the steel industry has undergone a lot
changes but the Tata Iron Steel Company industry continues to be the largest private steel maker
in the country. The steel industry in the 70s and 80s was dominated by TISCO &SAIL .With the
price control regime in place, the steel companies could turn in a profit without any major effort.
But the situation soon changed when the country decided to open the doors foreign investment in
1991. The pricing mechanism of joint plant committee, which has been operating from 1964, was
abolished with effect from January 1992.
In the initial economic reforms, industrialists saw the economy growing at 7% per annum and
since steel consumption is directly linked to the growth in economy, it was assumed that demand
for steel industry would explode. This led to huge flow of investments into steel industry and many
EAF based steel units were set up. The 1st phase (1914- 1947) of its evolution can be traced to the
beginning of 20th when the steel industry made a beginning as an icon of active patriotism , thanks
to the pioneering spirit of “Swadeshi” entrepreneurs in the private sector. This period saw a small
but viable steel capacity of about 1 million tonnes.
Although the initial years justified these assumptions and steel consumption really took
off, this scenario was not to continue for long .The political instability and the resultant slowdown.
The South East Asian economic crises were of course, the final on the confine.
During the second phase (1947-1992), in the hands of clearly planners this industry became
an important instrument for attaining rapid economic growth because of two inherent advantage
enjoyed by it .firstly. India’s fast reserves of basic raw materials conferred a certain competitive
advance to this industry. Secondly the wide –ranging linkages, both forward &backward sector
has with the rest of the economy made it an ideal catalyst for generating and sustaining economic
development.
India’s Steel Scenario
Indian Steel Industry has always remained isolated and protected by Government, where
the steel industry was never expected to generate profit from business, but was expected to provide
employment to the unemployed. Presently India is operating with open-heath furnaces. The
existing equipment, energy and labour in Indian Steel industry are much low than the developed
countries.
Indian Steel industry generates a significant amount of “waste management” namely –

residue reprocess, recycle and recover do not hold much ground in the Indian Steel Industry .The
energy consumption per ton is 50-100% higher than that of the international norms.
The Indian steel industries have developed a bit in the recent years .The production is going
on properly .Many techniques are being implemented in the steel industries. The country’s aim is
to sell quality steel .The government is also helping the steel industries in this basis. The apparent
consumption of steel is shown below:
The development of steel industry in India should be viewed in conjunction with type and
system of government that had been ruling the country. The production steel in significant quality
stated after a 1990. The growth of steel industry can be conveniently started by dividing the period
of into pre and post-independence era. In this period of Independence steel production was 1.5
million tons per year. This is the present of the bold steps taken by the government to develop this
sector.
Location:
The plant is located on the coast of Bay of Bengal, 16kms to the south west of
Visakhapatnam port. It lies between the northern boundary of the national highway no. 5 from
Madras to Calcutta and 7 Kms. The south of the Howrah-madras railway line. Visakhapatnam is
well connected by air with the principal cities of India.
Production capacity:
The targets of the Visakhapatnam steel plant are:
 3million tones of liquid steel per year to be produced by the plant.

 710,000 tons of steel per year by light and medium merchant mill.
 850,000 tons of steel per year by medium merchant and structural mill.
 850,000 tons of steel per year by wire rod mill
Problems of Steel Industry
Non – availability of good quality raw material is another problem faced by iron and steel
industry. The modern giant blast furnace needs high - grade iron ore and good metallurgical coal.
Further, the industry is unable to get good quality coke and manganese is which the principal raw
materials next to iron ore are unfortunately most of our resources of manganese ore are of poor
quality besides the non-availability of good quality raw material , regular supplies of raw materials
are very much handicapped due to the absence of good transport facilities .Another problem faced
by the steel related to the difficulty in getting Zinc supplies for the continuous galvanizing line.
Lack of Technical Problems
Bhilai had to execute orders for shipment of rails to Iran, South Korea and Malaysia.
Because of technical limitations, Rourkela plant is unable substitute aluminium of zinc for the
production of galvanized sheet apart from source internal technical problems; our technology in
the field of steel production is not a developed one when compared to other advanced countries
.For instance, Japan is production quality steel in spite of importing raw material and additional
material from other country.
Government Control and Pricing Policy
Since 1941, India steel and iron industry was almost completely state regulated both prices and
distribution of steel were under the control of Govt. The Govt. Decided to remove statutory control over
the price and distribution of all, but a few categories with effect from 1st march 1964 the Govt.,
supervise the steel and iron inducted according to the recommendation of Raja committer .But Raj
committee in fixing the steel price didn’t regulate the price of the raw materials
Future focus:
Visakhapatnam Steel Plant is targeting to produce 3.467 million tone saleable steel during
this fiscal as against 3.07 million tons last year.
Despite rise in prices of major raw materials, particularly coking coal and iron ore, the
company is making efforts to reduce cost by over Rs 150 core this fiscal. VSP has set a turnover
target of Rs 13,600 core for which it would focus on value-added steel. It plans to open new
branches and new consignment sales agents besides expanding its district level dealership and rural
distribution networks, a company release said.
VSP has also drawn up strategic investment plans to address its concern for raw material
security. These include pursuing with iron ore- rich states for allotment of mines and joint venture
opportunities with state mineral development corporations for value addition projects. It would
also seek allocation of open cast coal blocks from the Centre. Strategic partnership with Neelachal
Ispat Nigam Limited through an equity stake in MMTC is also being explored.
CHAPTER-3
COMPANY PROFILE
A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT
History:
The government of India has decided to set up an integrated steel plant at Visakhapatnam
steel plant was the effect of the persistent demands and mass movements. It IS another step towards
increasing the country’s steel production.
The decision of the government to set up an integrated steel plant was laid down by the then prime
minister smt.Indira Gandhi. The prime minister laid the foundation stone on 20th January 1971.
The consultant, M/S M N Duster &co (pvt) ltd. Submitted a techno-economic feasibility report in
February 1972, and detailed project report for the plant, with an annual capacity of 3.4 million tons
of liquid steel.
The government of India and USSR signed an agreement on 12th June 1979 for the co-operation
in setting up 3.4 million tonnes integrated steel plant. The project was estimated to cost to Rs.3,
cores based on prices as 4th quarter of 1981. However, on completion of the construction
and commissioning of the whole plant in 1992, the cost escalated to Rs.8, 755 cores based on
prices as on 2nd quarter of 1994.
Unlike other integrated steel plant in India, Visakhapatnam steel plant is one of the most modern
steel plant is one of the most modern steel plants in the country. The plant was dedicated it the
nation on 1st august 1992 by the then prime minister, sri.P.V.Narasimha Rao.
New technology, large-scale computerization and automation etc, are incorporated in the plant at
the international levels and attains such labor productivity; the organizational manpower has been
rationalized. The manpower in the capacity of producing 3.0 million tons of saleable steel.
It has set up two major blast furnaces, the Godavari and Krishna, which are the envy of any
modern steel making complex.
The economy of a nation depends on acre sector industries like iron and steel. Steel is the
basic input for construction, machines building and transport industries. Keeping in view the
importance of steel the following integrated steel plant with foreign collaborations was constructed
in the public sector in the post-independence era.
Vision-2025
To be the most efficient steel maker having the largest single location shore based steel plant in
the country.
We shall:
a. Hardness our growth potential and sustain profitable growth.

b. Deliver high quality and cost competitive products and be the first choice of
customers.
c. To create an inspiring work environment to unleash the creative energy of people.
d. Achieve excellence in enterprise management.
e. Be a respected corporate citizen, ensure clean and green environment and develop
vibrant communities around.
Mission:
To attain 10 million tone liquid steel capacity through technological up gradation, operational
efficiency and expansion, to produce steel at international standards of cost and quality, and to
meet the aspirations of the stakeholders.
Objectives:
 Achieve Gross Margin to Turnover ratio > 10%
 Plan for finishing mill to integrate with 7.3 Mt capacity and commission the same by
2017-18
 Achieve rated capacity of new and revamped units by 2017-18
 Capture markets for high-end value added products by focussing on sector specific
applications and customer needs
 Achieve leadership in Energy consumption by achieving 5.6 Gcal/tcs by 2017-18
 Globalisation of operations through acquisition of mines and setting up of marketing
network abroad
 Diversify through operationalizing of Bhilwara Mines, setting up of Pelletization Plant,
DRI-EAF unit, Wheel & Axle Plants
Core values:
I – Initiative : Have a self-propelled & proactive approach
D- Decisiveness : Decide with speed and clarity
E- Ethics : Be consistent with professional and moral values
A- Accountability : Take responsibility for actions
L- Leadership : Lead by example
S- Speed : Demonstrate swiftness and efficiency in everything we do
Initiative
Speed Decisiveness
CORE
VALUES
Leadership Ethics
Accountability
HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT
In Visakhapatnam Steel Plant, believe that there employees are the most important resources.
To realize the full potential of employees, the company is committed to:
 To Provide work environment that makes the employees committed and motivated for
maximizing productivity
 To establish systems for maintaining transparency, fairness and equality in dealing the
employees
 Empower employees for enhancing commitment, responsibility and accountability
 To encourage teamwork, creativity, innovativeness and high achievement orientation
 To provide growth and opportunities for developing skill and knowledge
 To ensure functioning of effective communication channels with employees.
Quality policy:
Employees of steel plant are committed to supply are committed to supply their customers
quality products and services. To accomplish this Visakhapatnam steel plant will:
 Manufacture products as per specification and standards agreed with the customer.
 Follow clearly documented procedures for achieving expected quality standard of products
and services.
 Continuously strive to improve quality of all material, processes and products.
Maintain an enabling environment, which encourages actives involvement of all

employees to pursue continuous improvement of quality.
Technological highlights:
 First shore based integrated steel plant.

 Selective crushing with pneumatic separation of coal blend.
 7meter tall coke ovens.
 100% continuous casting of liquid steel.
 Use of no twist rolling and controlled cooling “Stelmore” of wire rods.
 First integrated steel plant to receive ISO 9002 certification for all its
products.
 High capacity, high speed, computer controlled multi-line mills.
 Sub lance measurement of dynamic blowing control with computer.
 Base-mix yard for the sinter plant.
Major sources of raw materials:
 Iron ore lumps fines

 Bailadilla, M.P
 BF lime stone
 Jaggayyapeta, A.P
 SMS lime stone
 Jaywalker, Rajasthan
 BF Dolomite
 Dubai
 Sms Dolomite
 Madharam, A.P
 Manganese ore
 Chipuripalli, A.P
 Boiler coal
 Talcher, Orissa
 Coking coal
SWOT analysis:
Strength:
1. Availability of iron ore and coal.

2. Low labour wage rates.
3. Abundance of quality manpower
4. Mature production base
Weaknesses:
1. Unscientific mining
2. Low productivity
3. Coking coal import dependence
4. Low R&D investments
5. High cost of debt
Opportunities:
1. Unexplored rural market

2. Growing domestic demand
3. Exports
4. Consolidation
Threats:
1. China becoming net exporter

2. Protectionism in the West
3. Dumping by competitors
CHAPTER-4
THEORETICAL FRAMEWORK
Theoretical framework of grievance handling:
Meaning of grievance handling:
Redressal of employees is an essential part of any business. It means to help to solve problem of
an employee who is in trouble and wants some kind of help. There will be a structure,
regulations and rules in organization.
Definition of grievance handling:
According to michaeljucius, a grievance is “any discontent or dissatisfaction, whether expressed

or not, arising out of anything connected with the company which an employee thinks, believes
or even feels to be unfair, unjust or inequitable”
Grievances are some symptoms of conflicts in enterprise .so they should be handled very
promptly and efficiently. Coping with grievances forms an important part of manager’s job. The
manner in which he deals with grievances determines his efficiency in dealing with the
subordinates. A manager is successful if he is able build a team of satisfied workers by removing
their grievances. While dealing with grievances of subordinates it is necessary to keep in mind
the following points:
 A grievance may or may not be real.

 Grievance may arise out of not one cause, but multifarious causes.
 Every individual does not give expression to his grievances.
For the purpose of handling grievance efficiently, it is necessary to find and analyse the
grievance of the subordinates. Grievances, whether genuine or imaginary, require prompt
attention in the form of explanation or redressal, for unredressed grievance adversely affects an
employee’s morale, productivity or attitude. Therefore, immediate redressal and settlement of
grievances are must. The three cardinal principles of grievances are:
 Settlement at the lowest level.

 Settlement as quickly as possible.
 Settlement to the satisfaction of the aggrieved.
Features of grievance handling:
 A grievance refers to any form of dissatisfaction with any aspect of the organization.
 The dissatisfaction must arise out of employment and not due to personal or family
problems.
 The discontent can arise out of real or imaginary reasons.
 The reasons for injustice may be valid or invalid, legitimate or irrational, justifiable and
ridiculous.
Approaches to grievance handling:
There are three approaches documented reflecting the attitude of management and employees to
handling of grievance. These are:
 Legalistic view approach.

 Human relations approach.
 Open-door or step-ladder approach.
Legalistic view approach
Management follows legalistic approach often cites the negotiated contract when an employee
raises a complaint or grievance.
Human relations approach
In this approach the manager sympathetically listens to grievances in a professional manner so as

to help the individual overcome his problem, the fundamental assumption being that individuals
are more important than production targets.
Open-door and step-ladder approach
This approach is mainly followed in small companies where an aggrieved employee will first
present his grievance to the top executive of the organization and get his grievances redressed.
Objectives of grievance handling:
 To enable employee to clarify the nature of grievance

 To investigate the reasons of dissatisfaction
 To obtain where a possible resolution is found to a problem
 It encourages employees to raise concerns without fear of reprisal
 It helps build in organizational climate based on openness and trust
 To know whether the employees are satisfied with the current grievance management and
how they are satisfied.
Effects of grievances:
 On production: low quality of production, Low productivity, Increase in wastage,

Increase in cost of production.
 On employees: increased absenteeism, Reduction in level of commitment, Increase in
accidents, reduced level of employee morale.
 On managers: subordinate relation, Untrust towards other workers.
Impacts of grievance:
 Low production and productivity due to lack of commitment.

 Low quality of production due to lack of motivation.
 Higher cost of production due to increased wastage.
 Decrease in morale.
 Increase in instances of indiscipline.
 Increase in industrial disputes.
 Increased absenteeism and turnover due to dissatisfaction.
Need for a grievance procedure:
The model procedure of grievance suggested by the national commission on labour involve
successive time bound steps each leading to the next, in case of dissatisfaction.
Grievance affects not only the employees and managers but also the organization as a whole. In
view of these adverse effects, the management has to identify and redress the grievances in a
prompt manner. If the individual grievances are left ignored, there is a danger that these
grievances may result in collective disputes.
They affect the employee’s morale adversely. Hence, it is essential to have a proper grievance
handling procedure for the smooth functioning of the organization.
Types of employee grievances:
 Employee compensation and benefits

 Employment and personnel policies
 workload and work distribution
 work conditions
 management – employee relations
Steps to manage employee grievances:
 Find a permanent solution.

 Listen, and listen well.
 Respond quickly.
 Keep an open mind.
 Come up with alternative courses of action.
 Keep all communication lines open.
 Document every step of the grievance process.
 Establish and implement good policies on handling employee grievance.
Some of the common pitfalls that management commits in grievance handling
relate to:
 Stopping the search for facts too soon;

 Expressing a management opinion before gathering full facts;
 Failing to maintain proper records;
 Arbitrary exercise of executive discretion; and
 Settling wrong grievance
Role of personnel department, manager and supervisor in handling

grievances
Role of personnel department in handling grievances:
 To devise a sound grievance procedure which can serve as an effective upward

communication in the organization;
 To advice the line people about the importance of a sound grievance handling system and
its implementations;
 To maintain records of the activities of the grievance committee such as meetings held,
actions taken and their implementation;
Managerial approach in dealing with grievances effectively:
 Listen to grievance well.

 Attend to him with promptness.
 Understand the true nature of grievance and decode the message.
 Follow-up of employees to ensure whether he is satisfied or not.
Role of a supervisor in handling grievances of employees:
 Supervisor should not pass the buck to somebody else.

 All supervisors should know how to handle a grievance. Then we can do something
about preventing grievances.
Essential pre-requisites of a grievance procedure:
 Conformity with existing legislation

 Acceptability
 Simplicity
 Promptness
 Clarity
 Designation of authorities
 Training
 Follow-up
Techniques of grievance identification:
 Open door policy

 Grip boxes
 Exit interview
Open door policy:
 Under this policy, the employee who is aggrieved need to meet the top executives
of the organization and get his grievances redressed.
Grip boxes:
 The boxes are placed at easily accessible spots to most employees in the
organization. the employees can file anonymous complaints about their
dissatisfaction in their boxes.
Exit interview:
 Higher employee turnover is a problem of every organization. Employees leave

the organization either due to dissatisfaction or for better prospects. Exit interview
may be conducted to know reasons for leaving the job therefore properly
conducted exit interview can provide significant information about strengths and
weaknesses of the organization.
Advantages of having a grievance procedure:
if the grievance handling system is effective it will reduce the incidence of dissatisfaction
amongst employees and may even prevent work interruptions.
The following are some of the distinct advantages of having a grievances handling
procedure:
 The management can know the employees feelings and opinions about the company’s
policies and practices. It can feel the ‘pulse’ of the employees.
 With the existence of grievance handling procedure the employee gets a chance to
ventilate his feelings.
 It keeps a check on the supervisor’s attitude and behaviour towards their subordinates.
 The morale of the employees will be high with the existence of proper grievance handling
procedure
 Grievance handling procedure at RINL.
Public grievances at RINL:
The system of redressal of public grievance has been streamlined, and its scope broadened to
include complaints of suppliers, customers etc. Systematic recording of receipt and disposal of
such grievances is being carried out. One executive in the rank of dy. Chief manager has been
nominated to coordinate redressal of grievances.
Staff grievance at RINL:
RINL has a well laid down procedure for handling staff grievances through committee systems
viz. Area grievance redressal forum (AGREF), central grievances redressal forum (CENGREF).
Apart from these, there is a system of ACCESS, under which employees can directly meet the
chief executive on a schedule day to present their grievances and to seek on- the- spot solution
thereof.
CHAPTER-5
DATA ANALYSIS
AND INTERPRETATION
Data analysis and interpretation:
 Most of your complaints and grievance being taken care of by your organization
S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 10 10
2 Agree 72 72
3 Neither agree nor 12 12
disagree
4 Disagree 6 6
5 Strongly disagree 0 0
Total 100 100
Interpretation:
The above table shows that the employees said that the grievance handling is strongly agree
10%, Agree 72%, Neither agree nor disagree 12%, Disagree 6% and Strongly disagree 0% .
From this we can conclude that most of the employees said that present grievance handling
system is evaluating the employees.
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Your organization is facing critical employee grievance issues

2 Agree 20 20
disagree
4 Disagree 40 40
100 100
Interpretation:
The above table shows that about 80% of the employees said the grievance handling system is
strongly agree 10%, Agree 20%, Neither agree nor disagree 30%, Disagree 40% and Strongly
disagree 0% . From this we can conclude that most of the employees said that present grievance
handling system is evaluating the employees.
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Your immediate superior responds to your grievance in a specific time

2 Agree 50 50
disagree
4 Disagree 33 33
100 100
Interpretation:
The above table shows that about 80% of the employees said that the grievance handling system
is strongly agree 10%, Agree 50%, Neither agree nor disagree 0%, Disagree 33% and Strongly
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 You register your grievance to the immediate superior

2 Agree 28 28
disagree
4 Disagree 12 12
100 100
Interpretation:
disagree10% . From this we can conclude that most of the employees said that present grievance
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Most of your grievance in your organization is related are related to social injustice and
work environment

2 Agree 28 28
disagree
4 Disagree 12 12
100 100
Interpretation:
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 You directly go and discuss your grievance with the immediate superior when a
grievance arises

2 Agree 30 30
disagree
4 Disagree 10 10
100 100
Interpretation:
The above table shows that about 80% of the employees said that grievance handling system is
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 You are aware of the grievance redressal procedure in your organization

2 Agree 30 30
disagree
4 Disagree 0 0
100 100
Interpretation:
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Most often you face grievance handling in your organization

2 Agree 48 48
disagree
4 Disagree 6 6
100 100
Interpretation:
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Are you aware of the various committees that redress the grievance?

2 Agree 52 52
disagree
4 Disagree 1 1
100 100
Interpretation:
Scales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
Grievance mostly shows effect on employees and management
 S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly 17 17
agree
2 Agree 48 48
3 Neither agree 5 5
nor disagree
4 Disagree 7 7
5 Strongly 23 23
disagree
100 100
Interpretation:
Sales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 Do the upper management pressure is the main reason for grievance

2 Agree 46 46
disagree
4 Disagree 7 7
100 100
Interpretation:
The above table shows that about 80% of the employees said that the grievance handling
system is strongly agree 20%, Agree 46%, Neither agree nor disagree 4%, Disagree 7% and
Strongly disagree 23% . From this we can conclude that most of the employees said that present
grievance handling system is evaluating the employees.
Sales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 There are informal channels to redress your grievance

2 Agree 36 36
disagree
4 Disagree 19 19
100 100
Interpretation:
Sales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
 The open communication is to make employees work place stress free?
S.N RATING RESPONDANTS PERCENTAGE

O
2 Agree 40 40
disagree
4 Disagree 12 12
100 100
Interpretation:
Sales
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
5th Qtr
Findings, suggestions and conclusion
Findings:
 Most of the employees are satisfied with existing grievance handling procedure and job
rotation.
 Majority of the people said that grievances solving is the major factor for job
satisfaction.
 70% of the employees feel that their grievances being taken care of by the organization.
 50% of the employees are satisfied with their superiors respond towards their grievances.
 52% of the employees are aware of various committees that redress the grievances.
 Management gives primary importance to safety.
 Company is providing bonus as per bonus act.
 40% of the employees feel that upper management pressure is the main reason for
grievances.
Suggestions:
 Time barrier must be fixed to solve problem at various levels which will encourage the
employees to express their grievance.
 Counseling of employees needs to be done periodically which will help the organization
to know the problem of employees and to solve them which will increase the job
satisfaction as well as increase the efficiency of employees.
 Employees participation, suggestion, ideas need to be encouraged by supervisor which
will motivate the employees and will result in higher level of job satisfaction.
 There should be a feedback system on grievance handling system.
 Superiors should be trained well where the grievances could be solved quickly which will
help in avoiding the references of grievance to higher authority.
Conclusion:
 Employee’s grievance is one of the prime reasons for the employee’s performance.
Solving the employee’s grievance will lead to job satisfaction and increase the efficiency
of the employee which will benefit both employees as well as organization.
 Grievance handling system is a major challenge in the company since the expectation of
employees is increasing with changing life style. Employees have expectations from the
company it is not possible to fulfill all their expectation but major of their expectation can
be fulfilled.
 This study at RINL focused on understanding the practices and procedures followed for
grievance handling system. Most of the employees felt that the system of grievance
handling is transparent. Considering the above analysis done in RINL. It can be observed
that employees are satisfied with most of welfare, medical, safety and facility provided
by the company. Company is getting benefits as per the various enactment of labor law
but there is still scope for improvement, which will benefit both organization and the
employees.
Bibliography:
Aswathappa, k., human resource management, Tata McGraw hill.
Arun monappa and saiyadain, mirza s., personnel management, Tata McGraw-Hill.
www.managementparadise.com
www.heritage.com
www.hrstrategy.in

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STUDY

 THEORETICAL FRAME WORK

 DATA ANALYSIS AND INTERPRETATION

Legal definition of grievance:

In labor law a complaint filed by an employee regarding working conditions to be resolved by

 To study the employee grievance handling.

The scope of the study is as follows:

Indian Steel industry generates a significant amount of “waste management” namely –

The targets of the Visakhapatnam steel plant are:

 3million tones of liquid steel per year to be produced by the plant.

Problems of Steel Industry

Lack of Technical Problems

a. Hardness our growth potential and sustain profitable growth.

I – Initiative : Have a self-propelled & proactive approach

D- Decisiveness : Decide with speed and clarity

E- Ethics : Be consistent with professional and moral values

A- Accountability : Take responsibility for actions

L- Leadership : Lead by example

S- Speed : Demonstrate swiftness and efficiency in everything we do

Maintain an enabling environment, which encourages actives involvement of all

 First shore based integrated steel plant.

Major sources of raw materials:

 Iron ore lumps fines

1. Availability of iron ore and coal.

1. Unexplored rural market

1. China becoming net exporter

Meaning of grievance handling:

Definition of grievance handling:

According to michaeljucius, a grievance is “any discontent or dissatisfaction, whether expressed

 A grievance may or may not be real.

 Settlement at the lowest level.

 Legalistic view approach.

Human relations approach

In this approach the manager sympathetically listens to grievances in a professional manner so as

Open-door and step-ladder approach

 To enable employee to clarify the nature of grievance

 On production: low quality of production, Low productivity, Increase in wastage,

 Low production and productivity due to lack of commitment.

Types of employee grievances:

 Employee compensation and benefits

 Find a permanent solution.

 Stopping the search for facts too soon;

Role of personnel department, manager and supervisor in handling

Role of personnel department in handling grievances:

 To devise a sound grievance procedure which can serve as an effective upward

 Listen to grievance well.

 Supervisor should not pass the buck to somebody else.

 Conformity with existing legislation

 Open door policy

 Higher employee turnover is a problem of every organization. Employees leave

Public grievances at RINL:

Staff grievance at RINL:

S.NO RATING RESPONDANTS PERCENTAGE

 Your organization is facing critical employee grievance issues

S.NO RATING RESPONDANTS PERCENTAGE

 Your immediate superior responds to your grievance in a specific time

S.NO RATING RESPONDANTS PERCENTAGE

 You register your grievance to the immediate superior

S.NO RATING RESPONDANTS PERCENTAGE

S.NO RATING RESPONDANTS PERCENTAGE

S.NO RATING RESPONDANTS PERCENTAGE

 You are aware of the grievance redressal procedure in your organization

S.NO RATING RESPONDANTS PERCENTAGE