Suntech College for IT & Management 12, Virnagar Society, Near Jain Temple, Karelibaug, VIP Road, Baroda, 1606 “ATTITUDE


BY NIKITA A SHAH REG.NO. : 520824337



Annexure B
I here by declare that the project report entitled

“ATTITUDE OF EMPLOYEES TOWARDS GRIEVANCE SETTLEMENT PROCEDURE” Submitted in partial fulfillment of requirements for the degree of Masters of Business Administration to Sikkim-Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prize.

Place : Vadodara Date : 11/06/2010

NIKITA A SHAH (Name of Candidate) Reg. No. : 520824337


Annexure C

is approved and is acceptable in quality and form

Internal Examiner (Name, Qualification, Designation)

External Examiners (Samir Jha, HR Department)


No. : 520824337 Certified 4 . Fellowship or other similar titles or prize and that the work has not been published in any journal or Magazine. Diploma. Medical and technological sciences Nikita A Shah Has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree.Annexure D This is to certify that the project report entitled “ATTITUDE OF EMPLOYEES TOWARDS GRIEVANCE SETTLEMENT PROCEDURE” Submitted in partial fulfillment of requirements for the degree of Masters of Business Administration to Sikkim-Manipal University of Health. Reg.

5 .

the theoretical as well as the practical side of the job he is assigned to do. I hope this training and project report satisfies the object requirement and also provides a “Practical Study” of an industry at MBA level. can there be any organization as competed and efficient as “Swati Switchgears (India) Pvt. I will have to go in the field because the theories studied in the class may sound appropriate there but sometimes may have zero utility in real environment. it is necessary to have practical education rather than just theoretical. a person needs to know both. To be perfectionist.PREFACE The main objective behind summer internship training in management study is to have a practical exposure to the current practices in management. This takes him away from the goal. When any subject is taught theoretically in class is known as ‘Academics’ but when it is studied with the subject applicability in real life is known as ‘Professional Education’. To be success full. It is a leader in Switchgear Industries and by understanding the need of customers there by creating value for stakeholders sustained customer success. it is seen a theoretically perfect person becomes tied when he comes across the practical hazards and is unable to overcome them successfully.Ltd. With a desire to get “A Feel” of business management practice in Indian scenario.”. NIKITA SHAH 6 . Generally.

Ltd.ACKNOWLEDGEMENT It is an occasion of great pleasure and a matter of great satisfaction to pre sent this report of project work undergone at Swati Swithcgears (India) Pvt. I also take this opportunity to thank the whole staff of Swati Swithcgears (India) Pvt. A project training of this kind naturally gained a number of ideas from various books and professionals. Swati Swithcgears (India) Pvt. I would like to express my sincere feeling to Mr. I sincerely extend my thanks to all the respondents who were surveyed for my project. who gave me opportunity to fulfill my objective to fulfill my objective in this esteemed organization. who kindly had co-operated in my day to day intervening work with them and helping me in collecting all the valuable information for the study undertaken. HR Manager. I would like to thank Mr. I take this opportunity to thank all of them involved from the time of inception to completion. Ltd.P. V. where in many brains worked to gather to provide fruitful results. NIKITA SHAH SIKKIM MANIPAL UNIVERSITY (2008-2010) 7 . Without which the project would not have been accomplished. for the co-operation they extended. Ltd. Samir Jha. Baroda.Shah for continuously guiding me and taking keen interest for the fulfillment of my project despite of their busy schedules.

Ltd.Ltd) Canteen Services (Swati Switchgears Ltd) SWOT ANALYSIS OF SSIL HR Philosophy Time Office Leave Structure Employee Personal File Performance Appraisal System Recruitment Selection Training & Development Promotion Transfer Employee State Insurance-ESI Role of the grievance procedure Benefits of grievance procedure Weakness of grievance procedure IR climate and grievance activity 8 Page No.TABLE OF CONTENTS Sr.Swati Swithcgears (India) Pvt. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 Title Introduction . Swati Swithcgears – Mission and Objective Swati Switchgears – Automation Division Swati Switchgears – Expertise Product Range Services Salient Features of SSIL Design Codes and Standards General Information of SSIL SSIL Time Keeping System General Activities Family Assistance Scheme Ancillary Activities Other Activities Library & Information Activities Moreover(Swati Switchgears.No. 10 12 13 15 14 17 18 18 20 21 22 22 23 23 23 23 24 25 28 28 29 30 31 31 32 33 34 34 34 37 41 43 46 .

34 35 36 37 38 39 40 41 42 43 44 45 46 Research Methodology The objective of the study Limitation of the study Why grievances? Procedure for handling grievances Stages for grievance procedure Guidelines for supervisor Data analysis and interpretation Findings Conclusion Questionnaire Glossary Bibliography 47 49 52 55 57 64 66 68 78 83 84 89 90 9 .


& F. S u b h la xm i In d .co m . W e b :w w w. C h a n g o d a r. O p p .M o ra iya .R . N r.. A h m e d a b a d .3 8 2 2 1 0 . Te le fa x: (0 2 7 1 7 ) 2 5 0 1 4 8 /2 5 0 5 0 9 E m a il : e le c p n l@ s w a tis w itch g e a rs.P. V ill. E s ta te .R .Ba v la H ig h w a y. E s ta te .A . A P P R O V E D ) IS O 9 0 0 1 : 2 0 0 0 C E R T IF IE D C O M PA N Y P R O F IL E 3 6 .D .co m SWATI SWITHCGEARS 11 .I.sw a tis w itch g e a rs . S a ke t In d .A .I.. E . L td .S W AT I S w itc h g e a rs (In d ia ) P v t. (C . S a rkh e j.

we also manufacturer 11 KV VCB Panel. Changeover panels. Swati Switchgears’s work-shop is fully equipped with testing facilities like high voltage testing. 12 .T. Control Panels. We are also approved by Tariff Advisory Committee for panels up to 3000 Amp.P. D. approved by C.R. Synchronizing panels. Bus-Duct.O.I. Ours is a professionally managed small scale unit with a fully equipped work-shop to meet most stringent quality standards to cater to our client’s requirements. Set Control panels. Motor Control Centers.MISSION AND OBJECTIVES Swati Switchgears came in to existence in May1996 and are in the field of manufacturing.G. A. AMF Panels. for short circuit with stand strength at short time current of 105KA peak & 50KA Rms. D. Turnkey supply and installation of power panels. Our panels of 4000 Amp. Relay Panel. Swati Switchgears are manufacturing a complete range of power panels. APFC panels.I. H. feeder pillars. section pillars etc. Set up to 33KV. Humidification plant control panels. control panels. Our panel is also approved for IP-55 class of protection by C.R.C. Drawout & Non-Drawout Power panels. Feeder Pillars. Air Break Switch upto 33KV. Plant Control Panels. etc.P. Heatrun testing and loading facility upto 4000 Amp.

Accounts. for their automation & drive products. Purchase. and special panels including PCC and LT Bus Ducts. Rockwell Automation Limited. Manufacturing. LTD. Personnel & Administration are located under one roof only. R&D. Computerized Network System with intellectual asset on our roll ensures efficiency in coordination between various departments and with clients as well. Mt. All departments like Engineering. The company has established its state of art manufacturing unit at Changodar having built up area of about 3000 Sq.SWATI SWITCHGEARS – AUTOMATION DIVISION SWATI SWITCHGEARS is an organisation in the field of manufacturing control panels with PC. SWATI SWITCHGEARS is system integrator of M/s. 6 Crores. PLC and Microprocessor based panels. In 2002 with the ever-ensured aim of Quality Consciousness SWATI SWITCHGEARS got the Prestigious ISO 9001-2000 Certification from UKAS registration U.K. Our organization offers solutions approach for a complete or semiautomation system to suit the client’s basic need. SWATI SWITCHGEARS offer total range of custom built system and import substitution solutions. product are updated to keep pace with the latest technology to meet National and International Standards along with an exhaustive database on various subjects and customized for Automation System products. AVKSEGC & M/s. has produced several hundreds of panels last year & achieved a turnover of more than Rs. The quality system is applicable to Design. This includes Micro Controller based Panels.. PLC & SCADA base systems for Automation of various machinery & Plants for all kind of Industries / Organization. Many of our products are import substitutions and indigenously designed. Special Panels for hazardous area use and many other control components. Manufacture and supply of Electrical and Electronic control panels. SWATI SWITCHGEARS (I) PVT. With well set up of Design as well as R & D Departments. 13 . Service. tested & field proven.

Our infrastructure cost-effectively supports projects that range in size from 0.SWATI SWITCHGEARS (I) PVT. 14 . System services frequently make the difference between a successful automation project and one that fails to meet its investment objectives. we have successfully completed & commissioned systems — including engineered designs as well as preengineered packaged solutions for specific applications. Our expertise is process and machine control. As a global integration resource. we can provide expertise around the world.5 Lacks to 500 Lacks. That’s why it is important to select an experienced and proven system integrator such as Swati Switchgears. and material handling control systems. data acquisition and information management. In the last decade. LTD. is an ISO 9001-2000 registered system integrator with expertise in control and information systems.

AVKSEGC & M/S Rockwell Automation. Soft starter. We can offer solution for shop floor to top floor Integration. Our Automation Information Library helps us to improve productivity by providing quicker and easier access to an extensive collection of Rockwell Software and Allen Bradley hardware product information Our Automation system Lab having facility for simulation of Automation Hardware and Software. We combine service with and products provided by M/S. SCADA software. Drives. various type of Inputs Outputs etc. not just products. comprising the team that can make a practical reality on your plant floor. We can provide pre and custom configured solution. like testing Jig for PLC.SWATI SWITCHGEARS – EXPERTISE Our Automation Expertise enables us to combine Product and Software in system that reflects our application and industries expertise. SWATI SWITCHGEARS – AUTOMATION SYSTEM LAB Our Automation system Lab equipped with state of the art Automation Hardware and Software product. 15 .

(up to 6000 Amp. PLC & SCADA base systems for Automation of various machinery & Plants for all kind of Industries / Organization.) 11KV Power Distribution Panel NGR Panels. • • • • • • • • • • • • • • • • • • • • APFC Panels Changeover Panels Motor Control Centres D.C. Set up to 33KV.O. Special Panels for hazardous area use and many other control components. SCADA-HMI-View Anyware Software. etc. Various types of Products are mentioned below. Plant Control Panels. Power Control center (up to 6400 Amp. All types of Drawout PCC & MCC. A. D. Relay Panels. AC Drives-Softstarter-Sensors-MMI 11KV VCB Panel 16 .) Air Break Switch upto 33 KV Humidification Plant Control Panels.) 11KV Bus Duct (upto 2000 Amp. Control Panel with DCS/PLC System.Product Range SWATI SWITCHGEARS is an organisation in the field of manufacturing control panels with PC. Auto Synchronising & AMF Panels.G.(up to 132KV) Bus-Duct. This includes Micro Controller based Panels. Set Control Panels.

• Designing & Installing the most reliable voice & data communication system to interlink the WS and RTUs with MCS and ERP system • A.PLC .Services Various types of Services provided are mentioned below. • Designing of DCS & SCADA network consisting of Master Control Station (MCS) equipped with PC and Printer Work Stations (WS) • Communication Equipment like radio modem etc. • Study of Application with respect to Solution. • Remote Terminal Units (RTU) along with pipeline & cabling as required.000 hp).C.5 to 4.Drives ranges from 0. • Collection of the data to be controlled. 17 .37 to 3. • Automation with DCS . And Put to MIS or ERP • Distinguishing the analog and digital parameters. • Soft starters for controlling single and three phase induction motors.SCADA System: • “Complete Automation” with “Concept to Commissioning” Approach.000 kw ( 0.

for 1 sec. (Bhopal) 2. APPROVAL: (A) Our Panels are Tested by ELECTRICAL RESEARCH & DEVELOPMENT ASSOCIATION. At BHOPAL for short time current withstand strength at 105KA Peak & 50KA Rms. 2. 18 . 1. IS : 8623 and IEC-439 : Factory built assemblies of switchgear and control gear. (C) Our Panel is also approved for IP-55 class of protection by C.SALIENT FEATURES OF SWATI SWITCH BOARDS 1. IS : 375 : Marking and arrangement of busbars.P.R. DESIGN CODES AND STANDARDS: (A) Our Panels are designed to confirm to the requirement of following Indian Standard. 3. (B) Our Panel of 4000A Busducts are also tested by CENTRAL POWER RESEARCH INSTITUTE.I. IS : 4237 : General requirement for switchgear and Controlgear for voltage not exceeding 1000 Volts.

8. Testing done from CPRI : 50KA (Rms. 3. 7. Indian Electricity Rules : As amended upto date. 9. IS : 2516 : Air Circuit breakers. IS : 8544 : Thermal Overload Relay.) 105KA Peak for 1 sec. 19 . IS : 2959 : Contactors.(B) Individual equipment housed in the medium voltage switchgear shall confirm to the following IS Specification : 1. IS : 2705 : Current Transformers. (Specific requirement for the direct switching of individual motors) 2. IS : 4064 (Part-II) : Air break switches and fuses combination units for voltage not exceeding 1000 Volts. IP-55 Class of protection. IS : 694(1977) AND IS : 8130(1976) : PVC Insulated cables and Alluminium Instruments. 6. 5. 4. 10. IS : 2208(1962) AND IS : 9224(1979) : Low Voltage fuses. IS : 1248 : Direct acting electrical indicating Instruments.

Estate. 1 crore in plant and machinery.General Information of SWATI SWATCHIGEARS (INDIA) Pvt. Samir Jha Regd. Saket Ind. Subhlaxmi Ind. SSIL fall in large scale industry. 1 crore.Ptd Board of Directors: Mr. It has been invested more than Rs. 20 . Yogesh Yagnik – Chairman/ MD Mr. Ahmedabad-382 210. Sarkhej-Bavla Highway. Vill. Moraiya. Jignesh V. Office: 36. Vikram P. Patwari – Whole time Director Mr. Estate. Shah Mr. Sanand. Size of Industry There are three type industries • Small scale industry • Medium scale industry • Large scale industry Large scale unit is in which investment in plant & machinery exceed to Rs. Opp.

Off) Shift General First Second Third Timing 7:30 A. Working Hours: - Six days in a week Eight hours per day (Sunday is observed as a weekly .M 3:30 A. In the present changing scenario it becomes necessary for a company to keep its time keeping system stable.M to 7:30 A.M to 12:00 noon 7:00 P.M to 7:30 P.M Recess Hours 11:30 A.M 7:30 A.SSIL Time Keeping System Time keeping system is necessary for any company with the help of this system.M - 21 .M to 12:00 noon 11:30 A.M 11:30 P. Because it believes that time management is one of the core aspects of the management. For staff people as well as for workers company has punch card system for physical present.M to 3:30 P. It teaches the employees to be punctual in time and it teaches how to complete the work in time.M to 4:00 P.M to 11:30 P. the company can manage well its employees.

Training. Welfare Activities General Activities • • • • • • Canteen (Swati Switchgears Limited):. These services are provided at the discretion of the management and are generally of some concern to trade unions. “Employee services” are available to all employees based on their membership in the organization.Family Help Scheme.Guidance & Help. Family Assistance Scheme • Death Fund Scheme: . welder. where they engage in collective bargaining with the employees.Employee Services Management is concerned with attracting and keeping employees whose performance meets at least minimum levels of acceptability and to keep “absenteeism” and “turnover” to tolerable levels. Emergency Aid: .Quick Services. center. • Vocational/ Trade Training: . etc. Apparel: . Crèche: .fitter. • Swati Witchgear Aid Fund Scheme: . 22 .Help in major illness.Air-condition.Employee Children services.Accident & Illness. safety.Uniform & industrial apparels.Health... The purpose of such services is to retain people in the organization and not to stimulate them to greater efforts and higher performance..Modern laundry services.subsidized700& 1000. • Family Planning Services: . first aid. Laundry: . fire. Blood Donation: . • Education/Training Programees: .

Ltd. Moreover: .Regular Training – meetings. 500/ term.Ancillary Activities Co. • Foreign visit facility to top level people.8:00 A. 23 . • Hospitality: .M To 4:30 P. • Other Activities • Safety: . • Co. • Education help: Workers .operative Store: . • Internet accessible during the library hours. • Library: . • Annual celebration: .Rs.Consumer’s store.Rs. Library and Information Services • Timings: .(Swati Switchgears Pvt. Staff .M.operative Bank: .BAGH.quality items.) • Uniform & shoes on a yearly basis to workers.Facilities & Deposit vault. 300/ term.Modern Library with internet facilities. • Life boy soap to each worker. • All employees can avail library facilities.Sports & Dasera.Modern Well-known.

4 roti (except Monday & Friday) 24 . 250 employees can seat at a time to take meal. Snacks is of Rs. Puri (8 piece) (on Monday & Friday) . where as milk/coffee & tea is of Rs. Packing room for snacks. Canteen people do not give a chance to workers to create problems. 0.65 respectively.100 gr. • Meal quality is decided by the in charge of the canteen with prior consultation with the monitoring body. 0. rice .100 gr. 0. 2.Ltd. cold room for milk and potatoes.100 gr.80 & Rs. where they stored for week.Canteen Services (Swati Switchgears Pvt.50 & Rs.) • Food is prepared with the steam. Per day around 600-700 employees take their meal. vegetable .100 gr. Dal .80. • Workers can get meal in loose form & in fixed dish at Rs.60 respectively. 0. • An employee can get .

• 25 . Percentage of waste is on an average 14 to 18% per annum. The company has well experiences in the Switchgears ware industries.SWOT ANALYSIS SWOT ANALYSIS of Swati Switchgeras India Pvt. The quality of the products is not up to the mark. (SSIL) STRENGTH • • • • • • SSIL is pioneer player in the Swithcgears ware industry. • Lesser realization (recognition) hollow wears due to high weight of Switchgears containers. OPPORTUNITIES Switchgears Industry is growing at a fast rate. Finished product sorting is done by manually. Ltd. The company has acquired a strong brand image. • The rural market in India has introduced smooth and liberal practices for Switchgears manufactures. The company suffers from rejection rate as compared to other players. Technological updating is very low. • There are increased export opportunities. • Too much of material handling due to current practices and plant spread. WEAKNESS • • • • • Company’s cope up with latest technology. Caters to all segments of industry & society. The company has excellent distribution network. SSIL has efficient and effective workforce for various functions of company. thus there is problem of resorting. The company has a well developed infrastructure for efficient functioning.

• Existing player’s expanse there production capacity and update with latest technology. L&T is entering with the latest technology.THREATS Many of the new players and even foreign companies are entering in the Switchgears market. • 26 .


The card utilized as an identity card cum punching.. Personnel department issued a card to each employee. Name Joining date Blood group 28 .. Our belief has been to groom talents internally and retain them by offering promising career opportunities. Therefore personnel department take care of employees. From its inception itself. The card contains. HR PHILOSOPHY SSIL believe that Human Resource is the most important and valuable resource. We believe in seeing our employees into “Totality” and attempt to satisfy their social and other needs too. We also believe that all our employees should be empowered to take up assignments to the best of their capabilities and add value to the overall opportunities for development and growth and to continuously remain competent in the ever changing market and world business environment. The plan of business may be logically sound but still it will not survive for long. No one organization can exist and function without manpower. the company has unhesitant invested in updating capabilities of human resource including development of human values and potential through focused learning and development activities. if employees of the organization are not competent. The success of an organization is largely depends on their employee. There by fostering collaborative culture conducive for better individual and collective performance. TIME OFFICE The main function of time office is to record arrival and departure time of the employees and prepare reports regarding this.PERSONAL DEPARTMENT Employee holds a key place in an organization.

of each employee mentioned in the attendance report. At the end of the month the Time office prepare an attendance report and send it to finance department. Sick Leave (SL): . which records arrival/departure time of each employee. Compensation Off (C’off): . The punching machine connected to a computer. shift allowance.1 day PL per 11 working days. LEAVE STRUCTURE SSIL provide following leaves to their employees.14 days per annum. The report sends to personnel department. Privilege Leave (PL): .This leave must avail within 3 month. he is punch the card through a punching machine. Causal Leave (CL): .14 days per annum. calculate basic pay and DA if any. Public Holiday: .Photo Designation Employee no Department Each time when employees arrive/departure. If any employee absence for more than 10 days without informing the Time Office or Head of department. and statistical bureau of India. Finance department will as per working days and absence days of employee.15 days per annum. Over Time (OT). 29 . vice president. late coming hours etc. factory inspector. The computer will automatically calculate man-day-worked and generated man-day-worked report. The Time Office will inform about the employee to personnel department will follow up till proper reply from the employee. previous month absence.

incentives. except first Saturday of a month. promotion. In the file complete details information of an employee kept since he applied for a job. increments. or stop it. After considering the file to an employee like promotion. They also identify training need and past performance (Performance. Employee Personal File • • • • • • • • • • • • • Application Bio data Interview & call letter Qualification documents Character verification certificate Joining report Confidential report Previous certificate Confirmation letter Promotion letter Transfer letter Warning letter Show cause notice The file is highly confidential and no one can see it without authority. demotion.Weekly off after working 6 days single day will be off. transfer. awards or rewards.Appraisal Report). notice. It is very useful to personnel department and to the top management. And weekly Saturday and Sunday off for employee in administrative block. 30 .

wage. When need arise at that time they select and invite qualified person from that application. Internal sources Previous Application: . In SSIL formal and informal both type of performance appraisal is exist. Performance appraisal provides a base for promotion or/and transfer. quality. Performance can be measure by some combination of quantity. Internal sources External sources. Sources or manpower supply can be classified in to two broad categories. It is consider as process of encouraging and stimulating candidates to apply for the job. rewards.Performance Appraisal System It is the systematic evaluation of the individual with respect with respect to his or her performance on the job and his or her potential for development.SSIL maintain an application file in which application received from casual applicants is kept pending. Performance is the generation of the application for specific post. administration. time and cost. 31 . RECRUITMENT Recruitment is understood as the process of searching for and obtaining applicants for jobs. relation with superior and subordinate. from among whom the right people can be selected. training and development needs. Performance of an employee on given job is assessing through performance appraisal.

Number of applications will response of advertisement for a post. Qualification required for the job clearly stated in detail. When SSIL need skill person in company at that SSIL give advertisement in local or in English news papers. depends on proper section of the candidate. scrutinized the received applications select candidates and invites them 32 . They conduct campus interview in M S University. and some time they go to Bombay for campus interview. The level of test is depending on what type of job to be filled. Interview: . The main purpose of selection procedure is to find the right candidate for the job. In the test. the objective types of questions are asked. Those who pass the test they appoint to the post or select for interview.personnel manager of SSIL visit the institution and take interview of the student and select potential candidates from campus interview. so that only eligible candidates apply for the post.Those who are identify as a potential or those acquire additional qualification or skill promoting them to higher level directly or a test conduct for them and those who pass the test promote to the post. The procedure of selection is as follows: Employee test: The main department conducts a test for selection. The efficiency and profitability of the concern department and untimely of SSIL. S P University and South Gujarat University.Promotion: .Now a day’s advertisement is popular method of recruitment. Campus interview: . Selection “Right Person for the Right Job” It is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job. External sources Advertising: .

for interview. In interview, the panel member of interview judge and measure the candidate then the candidates appoint to the post. Medical Examination: - The selected candidates must pass medical examination. The check up is in Bhailal Amin Hospital. If he is not fit then he is fail in medical examination and the candidate rejected. But now the candidate bring medical fitness certificate obtain from MBBS Doctor, consider as pass in medical examination. Training and Development Generally training is for filling the gap between actual performance and desired performance of an employee. Where development is a bit different. An employee’s actual performance is equal to the desired performance. Development is improving present performance to future requirement of the level performance development is considered as training. Train employees to work on coming advanced machinery that is development. Train an employee to work better way that is known as training. Training and development is a way to improve performance of employees. Training is a systematic programme to increase the knowledge, skill, abilities and aptitude of workers to perform specific job. Expense behind training is not expenditure, but it is investment that will give multiplied return. However proper training increase work efficiency of worker and reduce waste and mistakes. Superior identifies potential for development or identifies an employee for training. They inform to personnel department through HOD Personnel Department arrange training for the employees. SSIL mostly provide on the job training to their employees.


Promotion In SSIL, promotion is done when vacancy exist and according to the performance and competency of an employee. Promotion is provided on basis of seniority and time bound performance. Weight given to length of service, education, training courses completed, and previous work history, while promoting an employee. Transfer Transfer is the movement of an employee from one job to another without involving any substantial change in his duties, responsibilities requires skill, status and compensation. SSIL has a plant taken on lease located in Daheg, some workers, officers and staffs are transfer to work in Daheg plant. But the transfer is for very short period and temporary.

Employee State Insurance (ESI) Employee State Insurance Corporation is Govt. Corporation and under the Employee State Insurance Act 1969. SSIL adopted this scheme in 1969. This act provides benefits to employees. Medical Benefits Sickness Benefits Maternity Benefits Disablement Benefits Dependents Benefits SSIL adopted this scheme for its workers under this act. Those employee whose gross wage is less then Rs. 7500/- covered under this scheme. He has to fill declaration no.1 in case of his death.

In this scheme, 6.5% of salary is kept for ESI scheme. Out of which 1.175% is deducted from salary of employees and the rest 4.75% is considered by the company. The ESI Corporation on 16-03-2004 decided to raise the wage limit for the scheme’s coverage existing limit for the scheme’s coverage to Rs. 10,000/- from the existing limit of Rs.7500/-.


Attitude of Employees Towards Grievance Settlement Procedure


Definition of Grievance:The definition of grievance often varies from company to company and author to author. The broadest interpretation of the term would include any discontent or dissatisfaction that affects organizational performance. Dale Yoder defines it as “a written complaint filled by an employee and claiming unfair treatment”. Prof. Jucious defines grievance as “any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable”. The International Labour Organization (ILO) classifies a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work, interpretations of service stipulations, covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service.

Role of the Grievance Procedure
1. It assumes a compliance role by ensuring that both parties adhere to and respect the collective agreement. 2. It assumes a judicial and adjudicative role for industrial organizations by interpreting the collective agreement and rules of behaviour and by serving as the dispute resolution procedure for disagreements which arise during the life of the collective agreement. The grievance procedure serves as a system of private law with the collective agreement serving as the statutory legislation and the grievance process providing a measure of industrial juries’ procedure through its interpretation, customs and the establishment of precedent most importantly, the grievance process serves to channel conflict into an institutional mechanism for peaceful resolution, thus preventing minor misunderstandings from being blow up into major problems.

Through the grievance process. the application of these provisions to the workplace is determined measure through the grievance procedure. Fractional bargaining is possible because the basic objective of management is efficient production. by virtue of their power and cohesion. it could not obtain at the bargaining table or win back what it has lost at the bargaining table. and the overloading of the grievance procedure represents a threat to efficiency. Since collective agreements rarely recognize the diversity of skills and interests of the work groups they cover. In fact. are in a position of strategic strength. of ten times the contract language is purposely vague since it is all that the negotiators could agree upon and application are therefore channeled in to the grievance procedure for resolution. Such ‘fractional bargaining’ occurs when subsets of the work group perceive that their interests differ from the majority of the union and seek to address their concerns through the grievance procedure. which arise during the life of the collective through the grievance process. Since the collective agreement contains many imprecise terms. the grievance procedure provides a mechanism for the extension of the relation ship between the parties. The parties can therefore resolve issues of contention. It serves an administrative role by applying the rules of the contract and offers guidance in the administration of the collective agreement. management and union representatives serves as expert trouble shooters who investigate disputes on behalf of their constituencies and endeavor to reach a settlement. it may be undertaken by specific elements within the work group who. or in some instances. For instance. The grievance procedure also assumes many secondary roles.3. the grievance procedure can be strategically exploited by elements with in the union. often intentionally. since no collective agreement can cover every possible issue that may arise during its term. It may serve as a forum for ‘fractional bargaining’ where one party attempts to secure concessions. Fractional bargaining may be conducted by the union behalf of the entire work group. the process serves as the mechanism where management and union representatives can ‘bargain’ over the applicability 38 . 4.

wide level but also at the plant level. there are several broader. Legislative function: The process serves a legislative or rule making purpose because it provides a mechanism for employees to legitimately intensive and participates in the 39 . the over whelming that are only implicitly covered. These could include the numerous filling of certain grievances as a negotiation tactic prior to the bargaining of the negotiations for the new collective agreement or the overloading of the grievance procedure as a pressure tactic in response to a unilateral management initiative. Grievance procedures enable individual employees or union officials to challenges management over a wide range of wage and working conditions. particularly at the industry. Constitutional function: A constitutional or recognition function is derived by the grievance process. Further more only the very smallest number of grievances are over explicit clauses in the contract. in interpreting vague and implicit provisions of the collective agreement. the grievance procedure extends the bargaining relation ship between the parties. The union may utilize the grievance process to pressure management for strategic purposes. Broad functions of the grievance procedure: In addition to the practical roles the grievance procedure plays. Individual workers enjoy free choice in the filling of grievance and may there fore independently choose whether to grievance a particular issue shop stewards and other union officials enjoy a degree of individual choice. more theoretical functions that may be fulfilled by the actual presence of the process. since the disputes procedure is the means by disputes procedure is the means by which both parties accept the others legitimately and by which they can interact. when deciding how to respond to an employee grievance. Thus.of the terms in question.

Therefore provides them with a potential part of the ‘legislative’ function of the firm. can also assist in the dissemination of management policy. 40 . Power distribution function: By specific what can and can not be done in the course of the grievance process. Executive function: An executive or administrative role is served by the grievance process as it can be used to clarify or expand on management decisions by realizing issues which create uncertainly and in this capacity.decisions made by management by management. Communication function: The presence of a functional grievance procedure fulfills a communications function since it can help management become aware of problems in the work place and conversely. the procedure amplifies the executive function. the procedure may provide one side or the other a tactical advantage and therefore the grievance process can serve a power distribution function.

Among the benefit for management is the virtual guarantee the presence of a grievance procedure provides of ‘uninterrupted production during the life of the labour agreement. disputes arising during the life of the life of the collective agreement are resolved through a grievance procedure. Finally by specifying the grievance procedure in the collective agreement. union representatives. management and union. It provides a peaceful means to reduce the pressure and fears of employees and to settle workplace disputes without stoppage of work or resort to economic sanctions. There are benefits for the union as well. the out come of the process is less improvement of the grievance process itself. 41 . which has been mutually supported by both parties and that fits the organization. the use by management of union resources and personnel to police the labour agreement and a systematic source of information about problem areas in the work place information that can be used for subsequent evaluation and corrective action’. and managers. The interests of union officials are served since the processing of employee concerns convincers the union membership that their leaders are doing their jobs and this assist in their re election. It also compensates for ambiguity in contract language by permitting the contract to be constructed in the light of the many different events that occur during the day to day operation of a plant and in the context of potentially conflicting by workers. The grievance procedure may facilitate the enhancement of union solidarity by developing of union solidarity by developing employee loyalty. The presences of the grievance process it self is a testament to the right workers receive by virtue of their union membership.Benefits of Grievance Procedure The grievance procedure’s most widely recognized benefit is as a conflict management and dispute resolution mechanism. From this perspective.

Finally the grievance process tents to solidify the more formal collective bargaining agreement in which the procedure is rooted and the precedents established and in the process can sharpen workplace policies and enhances efficiency. 42 .

Weakness of Grievance Procedure While the grievance procedure is recognized as an important part of the collective bargaining relationship. moreover. 43 . the greatest weakness may be the delay in the processing of the grievance and the cumbersomeness of the procedure itself. the use of binding. The comma and the semi comma become colon more important to them the problem which semi colon become more important to them the problem which gave rise to the continuing the costs of wins and losses become a sort of shibboleth and reasonable judgment. In addition both union and management must surrender their ownership of the issue to an outside third party in some instances. From the employees’ perspectives. third parry arbitration may actually be detrimental to harmonious industrial relations. A major weakness of the grievance procedure is the differing expectations that the various stake holders for the process. (A) Major obstacle to an effective procedure is created by those in management and labour who become curbstone lawyers in the grievance procedure. A number of weaknesses have been identified literature. There are drawbacks inherent to the process. If these expectations are diverse of severe enough then the effectiveness and utility of the grievance procedure can be undermined because the parties may ultimately lose respect for the process and resort to the procedure could decline as a result. there is drawbacks inherent part of the collective bargaining relationship. As a union official put it. From management perspective it puts limitation management rights and from the unions perspective it may mean some loss of control over work place issues. blinding arbitration. Perhaps the most commonly faulted aspect of the grievance procedure is the presence of the third party. both of which may discourage employees from using the grievance process.

non biased appeals process. The representative sensitive who handles the appeals has invariably been consulted in the prior step and yet the ritual goes on. There are more appeals made than when on raises a constitutional question in the federal coats and the irony of it is that appeal except in the final step of arbitration is not to some one higher up in the employer’s echelon who has already participated step. 44 .Grid procedure may present the greatest source of frustration to lower level management. As well. They tend to enlarge rather than to resolve problems. The some is true on the union side. This is because lower level managers desire to retain the greatest degree of autonomy and flexibility in the operation of their departments and in this regard the appeals process of the grievance procedure and senior managements desire to use it to ensure compliance with corporate policy undermine their autonomy. (B) Conventional grievance procedure has become instruments of a tactical kind. the tendency to support and back up another member of management runs counter to the desire of workers for an impartial.

in a study of twenty two British grievance procedures. The study founds that 99 percent of collective agreements featured a grievance procedure and that third party arbitration was the terminal step in 94 percent of the contracts.Structure of Grievance Procedure The most extensive study to date on grievance procedure structure was conducted by the United States Bureau of labour statistics in 1964 (BLS 1964). five contains seven stages. Of course informal attempts at grievance resolution could also occur in organizations with multi step procedures and consequently the actual stages in any grievance procedure may exceed that specified in the collective agreement. In 17 percent of the unit. The number of steps in the grievance procedure managed from one to six or more. four contains six stages. It should be noted however that the British Industrial relations systems differs dramatically from the findings of Thomson and Murray (1976) may not be directly comparable. Approaches first followed by a written grievance and in 11 percent the written/verbal alternative was at the griever’s discretion. and one left the matter to the discretion of the grievant and his or her representatives. The majority of collective agreements specified the successive procedural steps of the grievance procedure and these steps ranged from the simple informal to the highly formalized. which examined 1717 major collective contract covering at least 1000 employees. it was found that five contained four stages. Finally. the first step of the grievance procedure required a verbal. With most contracts specifying three or four step procedure. In practice single step grievances procedure may infect in corporate more than on stage as employees may attempt informal settlement of complaints before taking the matter to their union. five contains five stages. 45 .

Some of the following aspects of the day to day union management. • The impact of the union on productivity. discipline. relationship were used to determine industrial relations climate. • The inclusiveness of the grievance procedure. • The motivational orientations and action tendencies the parties and towards each other • The beliefs they held about the others legitimacy. 46 . • The level of trust present in the relation ship.IR Climate and Grievance Activity There have been number of studies on the relationship of industrial relations climate and grievances rates and outcomes at both oral and written stages of the grievance procedure. communications. • The degree of friendliness that exists between the parties. • The overall satisfaction with the grievance procedure.

Similarly when employer’s expectations about an employee are not fulfilled. Scope of the study The present study explores variables like age. education. Effects of Grievances Grievances can have several effects. h) Unrest. c) Low productivity. b) Poor quality of production. It is important to have sound IR policy for redressing the grievances of the employees and in a way this study help to explore the different types of grievances and the attitude of the employees towards procedure for settlement of the grievances. when an employee’s expectations are not fulfilled.. etc. e) Increase in absenteeism. d) Increase in wastage and costs.Research Methodology Significance and need of the study In employment relationship both employer and employee have mutual expectations. he will have a grouse against the employer because of the disagreement or dissatisfaction it causes. f) Increase in the incidence of accidents. experience and their relation ship with the ultimate of employees towards grievance 47 . the employee will have a grouse against such employee.. which are essentially adverse and counter productive to organizational purposes the adverse effects include: a) Loss of interest in work and consequent lack of morale and commitment. it is residential to eliminate all such grouses from the work place. g) Indiscipline. For achieving higher productivity and sound industrial relation in the organization.

The study tries to analyze the factors like awareness. It also explores the degree of intensity of each type of grievance in organization. It also explores the degree of intensity of each type of grievances in organization. management practices.machinery. union practices and individual grievance machinery. The present study analyzing the human behaviors and feelings of the workers towards grievance machinery in the organization. Thus this study will be helpful in taking adequate steps in redressing employee grievances politically and maintaining and reducing the IR problems and creating harmonious culture in the organization. 48 . The study will be helpful in understanding various types of grievance and their cause and effects understanding various types of grievances and their cause and effect relationship in organization.

Study Design: The present is descriptive in nature explores various types if grievances and their relationship with personnel variables. (A) Broad objectives: a) To study the attitude of employees towards grievances handling procedure. Specified objectives. (B) Specific objectives: a) To understand the general profile of respondents with respects to personal and work related variables. d) To study the attitude of employees towards grievance procedure on the sub scale of management and union practices.The objective of the study The objective of the present study may be classified under the following headings: (A) (B) Broad objectives. b) To study the level of awareness if employees towards grievance settlement procedure. c) To study the relation ship between the job experience different types of grievances. 49 . b) The event study is to analyze the agree of intensity of different types of employee in the organization.

The researcher prepared the interview schedule by the intensive reading on the subject as well as with the consultation with guides. Sample Procedure: The procedure of sampling was random samplings. It is into the production of different types of pressed ware and hollow ware Switchgears products and marketed in India and other countries. Management practices. The data collection was done through the help of 50 respondents and they all were workers. Individual personality traits. The tool has following components: 1) 2) 3) 4) 5) 6) Awareness about the procedure.Universe: The study is conducted on the employees of Swati Witchgear Switchgears Industries Ltd. Principles of natural justice. The tool has consisted total 43 questions and divided into two parts: personal background and attitude studies. Tools for data collection: In order to carry out the study interview schedule was used as a tool of collecting data regarding personal background and about the variables of attitude towards grievance procedure. Union practices. 50 . All the respondents were from the different determents were from the different departments. Sample: The total numbers of 50 employees were taken for the study purpose. Types of grievance.

sex. have been presented in the form of single frequency tables. 51 .Data Analysis: The collected through interview schedule has been analyzed by using single frequency table. experience etc. The data regarding the personal background like age. While the data collected through interview schedule finding the attitude has been scored.

Reference Period: The study has been carried out in Swati Swithcgears (India) Pvt. Ltd.Limitation of the study: Since the data is collected through interview schedule. 52 . Ahmedabad from 12th April2010 to 31st May2010. Investigator believes that the collected data through interview schedule are as respondents own view on each issue. investigator feels that the data are realistic and respondents have experience with their own consent. more over the results of this study if restricted up to the organizations under study and can not be generated for all employees in other industries.

REVIEW OF LITERATURE Concept: .Employee Grievances 53 .

The recommendations stages: “The grounds for a grievance may be any measure of situation which concerns the relations between employer and worker or which affect the conditions of employment of one or several workers in the appears or of an individuals contract of the custom or usage of the occupation breach of economic activity or country”.130). The term ‘grievance’ is used in countries to designate this type of claim. regulations. individual’s contract of employment. taking into account the variety of national practices. work rules. law. while in some other countries reference is made to disputes over ‘right’ or ‘legal’ disputes. adopted in 1967 by the international labour conference.The term ‘grievances’ is used to designate claims by workers of a trade union concerning their individuals or collective rights under an applicable collective rights under an applicable collective agreement. Such claims involve questions relating to the interpretation or applicable of the rules. An indication of what is meant by that the term ‘grievance’ is given in the examination of grievance recommendation ( No. custom or usage. Why Grievances? 54 .

Feeling of neglect.Grievance may occur for a variety of reasons:Economic: wage fixation. Unrest. Poor quantity of production. etc. which are essentially adverse and counter productive to organizational purposes. Indiscipline. overtime. Increase in wastage and costs. The adverse effects include: (1) (2) (3) (4) (5) (6) (7) (8) (9) Loss of interest in work and consequent lack of morale and commitment. Supervision: disposition of the boss towards the employee perceived notions of favoritism. nepotism. Increase in the incidence of accidents. employees feel they are getting less than wage they ought to get. bias etc. wage compensation. Work group: strained relations or incompatibility with peers. bonus. Increase in employee turnover. Low productivity. defective equipment and machinery. Effects of Grievances Grievances can have several effects. ostracisation and victimization. tolls. etc. materials. Increase in absenteeism. 55 . Work environment: poor working conditions.

increment. etc. 56 . of an individual nature. non extension of benefits under rules interpretation of service rules. It can include matters relating to leave..Model for Grievances Redressal Procedure for staff and officers in organization 1) Objectives: The objective of the grievance Redressal procedure is to provide an easily accessible machinery to settlement of grievance and to adopt measures in organization undertaking as would ensure expeditions settlement of grievances of staff and officers leading to increased satisfaction on the job and resulting in imposed productivity and efficiency of the organization. acting arrangements. 3) Grievance: Grievance for this scheme would only mean a grievance relating to any staff member/ officer arising out of the implementation of the organization. 2) Applicability: The scheme will cover all staff and officers of the organization except employees who are deemed to be workers/ workmen under the factories act 1948/ industrial disputes or any other legislation applicable to such categories of employees.

the individual grievance may be taking up with the concerned director. If the grievance is not satisfactorily redressed.Procedure for Handling Grievances Subject to the above provisions. In their case. will have chief executive. the aggrieved staff member/ officer whose grievance has been considered and is not satisfied with the decision of the deciding authority. (b) (c) (d) (I) (II) Compensation of the Redressal. Grievance in respect of the following two categories of officers will not fall within the purview of the Grievance Redressal Committee. the aggrieved staff member/ officer may submit his grievance in writing to the departmental head concerned or to the personnel officer/ managers may be determined by the chief executive of the organization. individual grievances of staff members and officers shall hence forth be processed and dealt with in the following manner: (a) An aggrieved staff member or officer shall take up his grievance(s) orally with his immediate superior who will give a personal hearing and try to resolve the grievances at his level within a week. A decision on such appeal will be taken with in one month of the receipt of the appeal. In exceptional case. Such nominated authority will record his comments on the representation with in several days and if need be refer it to the Grievance Redressal Committee in case the grievance is not resolved or settled amicably. Officers reporting directly to the chief executive may approach him for resolving grievances.Committee 57 . with the concurrence of the Grievance Redressal Committee. the procedure will be as under: In the case of officers who are one step below the board level.

3. In the case of any grievance arising out of discharge or dismissal of a staff member or officer. the said order shall be complained with before the staff member/ officer concerned involves the procedure laid down here in for Redressal of his grievance. 2. discipline and appeal rules of the organization and in such cases the Grievance Redressal Procedure will not apply. Grievance pertaining to or arising out of the following shall not come under the purview of the grievance procedure: 1. Overall guidance and conditions (a) (b) (c) The staff member/ officer shall bring up his grievance immediately and in any case with in a period of 3 months of its occurrence. The grievances Redressal committee should meet at least once a month. Then they may prefer an appeal to the head quarters. Where the grievance does not relate an individual employee or officer. 58 . (d) Grievance pertaining for arising out of disciplinary action or appeal against shall be channeled to the competent authority as laid down under the conduct. Annual performance appraisal/ confidential reports. In the case of multi unit organization the chief executive may constitute grievance comities at the regional level and also nominate the deciding authorities.The chief executive of the organization may determine the composition and tenure of the Grievance Redressal Committee. If the grievance arises out of an order given by the management.

which was adapted to explain employment relation ship and suggests that a dissatisfied employee has two behavioural options: leave company (exit) or file a complaint with the union and express his feelings of discontent. and loyalty model.The importance of the grievance system to union members and organizations Industrial theory has proposed that workers join unions because of the expectation on of higher wages.. the grievance procedure is an up ward channel of communication that effectively identifies problem areas in the organization. greater job security.g. Supervision: behaviours. or an over all improvement in employee conditions. consideration versus detrimental supervisory 59 . working out of job classification. work standards and measurement methods. a grievance is initiated when an employee formally files a complaint with an agent of the unionized alleges that his rights have been violated. promotions. 3. 2. Based on previous research.g. layoffs.e. Discipline: for e.. Common types of grievance can be divided under four main categories: 1. Work Conditions: for e. and transfers or reassignments. From management’s stand point. Staffing: for e. In a unionized work context. i. working overtime. 4. job bindings.g. In addition to this economic important explanation allies the opportunity for “collective voice”.. discharge and harassment. having a formal way of resolving these welling of inequity can save the employer move conflict and prevent decreased productivity. disciplinary penalties. Hirschman’s exit voice. klass (1989) offers a model that suggests discontented employees can turn to informal behaviours that have negative consequences for the organization. Newton & Shore (1992) summarized these benefits under the label of “union instrumentality”. hazardous conditions.

Retribution Dilemma Klass’ behavioural model suggests that employees rarely file a grievance on impulse as soon as a grievance opportunity is perceived to exist. especially when those grievances are decided in the employees favour. Responding and drop of just under one standard deviation. Finally. Gender and Race as moderators of grievance activity developing the work context model (A) Employee characteristics as determinants of employee grievance filling: Much of the early research in employee grievance filling attempted to identify the demographic characteristic differentiating between those who file grievance from who do not. Delaney (1933) reports that after having filled a grievance filled a grievance. The organizational punishment model suggests that individuals who involved in grievance may be punished for violating the “informal rules” of the organization. Moreover. they may determine the extent to which these conditions are perceived as grievance opportunities. Systematic and qualities studies that have been conducted in the last decade demonstrate the personal consequences of filling a grievance. supervisors react negatively to employees that file grievance against their supervisors.To grieve or not grieve: The. given the period being examined was -33%. Rather the decision to initiate a grievance typically involves a process in which the employee considers the relative costs and benefits of filling he grievance relative to the costs with the other potential avenues of resource. the grievant and higher turnover rates than non grievant. Specifically. Since demographic factors may influence employees’ evaluations work place conditions. The average reduction. there is a need to control the differences between industrial sectors given the structured variability in the number of steps contained in grievance systems and the dispositional 60 . Considering these finding it is not surprising the employees that contemplate filling a grievance might feel retribution.

which present employees with grievance opportunities should be linked to an increase in grievance. A basic premise of the studies examining the impact of both supervision and job conditions grievance filling is that aversive supervision and job characteristics. namely those having to do with. in relatively it is far more comply and studies of the link between work context and employee grievance have yielded at best only mixed results..variability of union members and their representatives to file a formal grievance. non grievant. Supervision Researchers concerned with the impact of supervision on employee grievance have tended to focus on two main types of indicators. 61 . Klass model suggests that the perceived existence of aversive supervisory or job condition for grievance filling. (a) Supervisor capabilities.. While this would appear on the surface to be a relatively simple proposition to operationalise. (a) Supervisor capabilities: A relatively strong and consist inverse relationship has been found between supervisory capabilities and grievances. (b) Leader ship style. relative to grievant held significantly more favourable attitudes about the competence of their supervisors. (B) Work context: Research has shown that among the many work related issue that may influence grievance activity supervision and job conditions tend to be the most frequently aggrieved across multiple sectors. For example Allen and Keaveny (1985) found that.

Job conditions The literature on the impact of job conditions on grievance activity is for more limited than on grievance activity is far more limited than that on supervision. work family conflict and physical health complaints. structure (a leadership behaviour emphasizing an attempt to achieve production and organizational goals. Researcher concerned with job conditions have concentrated primarily on work technology variables. For e. thus placing increased temporal demands on their employees. There again the results have been at least mixed. Specifically. They compared the grievances rates resulting from two leadership styles of behaviours: consideration (a leadership behaviour emphasizing deeper concern for group membership needs) vs. many employers have recently sought to lower labour costs by reducing staffing levels and increasing the flexibility of their remaining work for employee. through the management of the group activities).g. namely the need to work in an unsafe work environment and the need to work excessive hours will be positively associated with grievance filling behaviour. 62 . The Bacharach and Bamberger’s work context model suggests that job attributes that are universally perceived to be aversive. Increased temporal job demands have been associated with a wide range of negative stressed burn out. is the leadership study conducted by Fleishman and Harris (1962).(b) Leader ship style: probably best known. (a) Work excessive hours: This issue of particular relevance in light of recent changes in the nature of work. The findings on leadership style and grievance behaviour are not consistent. recent studies have found structure to be unrelated to grievance activity and consideration (or a more democratic leadership style) to be significantly associated with more grievances. Such as the need to follow strict schedules and procedures. reutilization and task interdependence.

) A strong positive correlation between the issue of health and safety and the rate of grievance filling was found. fire or electrical stock. This can be explained by that safety is one of the basic human needs. the employees will file a grievance.(b) Unsafe work environment: A dangerous work environment is one that exposes the employee to one or more work hazards (e. When the need for safety is not provided by the organization. 63 . slippery floor.g. the employee will react to fulfill it. Having no alternatives but to “open management’s eyes” through the formal channels. according to Maslow’s Need Theory (1943). dangerous work methods.

Stage: 2 if the grievances have not been resolved at stage 1. an appeal may be submitted. the grievance should be refereed to the employee’s immediate supervisor’s own manager/head of department’s immediate manager. submit verbal/written evidence and call appropriate witnesses. The complaint must complete the form by providing full details of the complaint and should address it to the human resource manager. 64 .Stages for Grievance Procedure Stage: 1 if an employee has a grievance relating to his/her employment. the matter should be initially with the employee’s immediate supervisor/head pf department as appropriate. Stage: 3 if the complaint is not resolved to the satisfaction of the employee at stage 2. The employee will be entitled to have a meeting with the principal and to be accompanied and represented by a trade union representative or work place colleague. the complainant may refer the grievances to the head of department/vice principal as appropriate by obtaining from the personnel department and complete a grievance form. Most grievances will be resolved at this stage. The grievance should be raised orally in the first instance. The principal will consider the appeal and May supplied with all of the documentation submitted in relation to the earlier stages of the procedure. The employee bringing the grievances or his/her representative will be given the opportunity to explain the nature of the grievances. In the event that the grievance relates to the employee’s immediate supervisor/head of department who would normally deal with a grievance at this stage. to the principal within ten working days of receipt of the decision reached at stage2. in writing.

The principal will issue and send to all parties. Such decision will be final 65 . copies of a written decision within ten working days of receiving the appeal in writing.

28. 2. Do commonly with contractual time limits on the company for handling grievances.Do examine the relevant contract provision.Do permit a fall hearing on the issues.Do treat the union representative as you equal. 5.Don’t admit to the binding effect of a past practice. Don’t argue the merit the grievance first if the grievance is untimely. Don’t discuss case with steward alone. 27. 3. Do investigate and handle each and every case and through it may eventually result in an arbitration hearing. 6. Do determine the relevant contract provision. Do talk with the employees about his grievances.Do remember the union is moving the party. 9. 22.Don’t hold back the remedy if the company is wrong.Do identify the relief the union is seeking. Don’t assume a judicial or arbitral role. Don’t make arguments with individuals that are inconsistent with the labour agreement. 19. give him a good and full hearing. 24. 21. 18. Do determine if the grievant was the proper individual to have field the grievance. Do require the union to identify the specific provision allegedly violated.Do examine the grievant personal record.Do examine the contract negotiation record.Do visit the work are of the grievant.Don’t apply the grievance remedy to an improper grievant.Do fully examine prior grievance record. 29. 15. 8. 25.Do determine if there has been equal treatment of employees. 12. 10. 14. 20. Do evaluate and political connotations of the grievances. 13.Guidelines for Supervisor for handling Grievance Procedure 1. 26. 17. 23.Do determine if the company has been consistent.Don’t practice Parkinson’s Law in your labour relations. 16. Do produce all available grievances. 11.Don’t permit misconduct by the union representative. Do enforce the contractual time limits. 7. 4. 66 .

46. 34.Do control union activity during working hours.Do handle subcontracting issues carefully. 49. Do bear burden of proof in discipline and discharge cases.Don’t argue grievances issues off work premises.Do hold your grievance discussions privately. 38. 35.Don’t live quietly with bad contract proposition.Don’t relinquish your authority to the union.Do exercise authority and dispose of the issues. 67 . 32.Don’t support another supervisor in hopeless case. 50. 36. 31.Do offer grievance procedure in lieu of self help. 43.30.Do admit your errors and take corrective action. 37. 47. Don’t give long written grievance answers.Do preserve the integrity of assigned jurisdictions. 48.Don’t bargain over items not covered by the contract. 42. 44.Do help employee’s understand economic realities.Don’t treat as arbitrate claims demanding disciplines of discharge of management members. 45. 40.Don’t settle grievances while in doubt. 33.Do command respect from union representatives. Do know your employee’s individuals. 41. 39.Do use the grievance meeting as another avenue of communication.Do treat union representatives and employees as people.


22(44%) falls under the age group of 41 and above.Data Analysis and Interpretation Age wise distribution of respondents Age Frequency 20-30 21 31-40 07 41&above 22 Total 50 Percentage 42% 14% 44% 100% The above table shows that in the age group of 20-30 years. there are 7(14%) and in the age group of 41 and above years. % 50 45 40 35 30 25 20 15 10 5 0 20-30 31-40 41 & above Total Age Frequency 69 . There are 21(42%) respondents in the age of 31-40. there are 22(44%) respondents. majority of the respondents i.e. Thus.

e. 50 % 40 30 20 10 0 Frequency Male Female Total Sex Thus all respondents i.Sex wise Distribution of Respondents Sex Frequency Male 50 Female Nil Total 50 Percentage 100% Nil 100% The above table shows that all the respondents 50(100%) are male respondents and there is not a single female included in the respondents. 50(100%) are Male. 70 .

Marital Status of Respondents Status Married Unmarried Total Frequency 47 03 50 Percentage 94% 06% 100% The above table shows that 47(94%) respondents are married and only 3(6%) respondents are unmarried. % 50 45 40 35 30 25 20 15 10 5 0 Frequency Married Unmarried Total Marital Status Thus majority of the respondents i. 71 .e. 47(94%) are married.

72 .4 (8%) respondents HSC passed. 2(4%) respondents are degree holder and 8(16%) are ITI passed.Qualification wise distribution of respondents Qualification SSC HSC Degree ITI Total 50 Frequency 36 04 02 08 50 Percentage 72% 08% 04% 16% 100% % 45 40 35 30 25 20 15 10 5 0 Frequency SSC HSC Degree ITI Total Qualification Above table shows that 36(72%) respondents are SSC passed.

73 . The majority of the respondents 20(40%) respondents are not aware about the procedure.Length of the service of respondents in the organization Scale 1-5 years 6-10years Total Frequency Percentage 18 36% 32 64% 50 100% The above table shows that 18(36%) respondents are falls under experience group of 0-5 years and 32(64%) respondents are falls under experience group of 6-10 years. Table showing the awareness of the respondents Scale Yes No Don’t know Total Frequency Percentage 17 34% 20 40% 13 26% 50 100% The above table shows that 17(34%) respondents are aware about the grievance procedure and 20(40%) respondents are not aware about it while 13(26%) respondents don’t know about the procedure.

Table showing the attitude of the respondents towards management Scale A: To full extent B: To great extent C: Natural D: To some extent E: Not at all Total Frequency 22 12 06 06 04 50 Percentage 44% 24% 12% 12% 08% 100% The above table shows that 22(44%) respondents agreed that the management is highly concerned about their problems. 12(24%) greatly. Table showing usefulness of procedure by respondents Scale Yes No Total Frequency 42 08 50 Percentage 84% 16% 100% The above table shows that 42(84%) respondents agreed that they have gone through proper channels for redressing their grievances while 8(16%) respondents don’t. Table showing the attitude of the employees towards management Scale Yes No Total Frequency 18 32 50 Percentage 36% 64% 100% 74 . 6(12%) respondents agreed to some extent and 4(8%) are not at all agreed. 6(12%) are natural.

75 . Table showing the awareness about the standing order/service rules of the respondents Scale Yes No Total Frequency 40 10 50 Percentage 80% 20% 100% The above table shows that 40(80%) respondents are aware about the service rules or the standing order of the company and 10(20%) respondents are not aware about it. Table showing the level of utility of the grievance procedure Scale A: To full extent B: To great extent C: Natural D: To some extent E: Not at all Total Frequency 39 06 01 04 Nil 50 Percentage 78% 12% 02% 08% 00% 100% The above table shows that 39(78%) respondents believe in the utility of the grievance procedure while 1(2%) respondents believe in the utility of the grievance procedure naturally.The above table shows that 18(36%) respondents agreed that management gives reasons for coming on certain conclusions or decisions after completing the procedure while 32(64%) respondents agreed that management does not gives reasons for coming on conclusions or decisions after completing the procedure.

76 . Table showing the respondents relations with their colleagues Scale Yes No Total Frequency 48 02 50 Percentage 96% 04% 100% The above table shows that 48(96%) respondents agreed that their colleagues help them during the grievance procedure while 2(4%) respondents do not agree it.Table showing attitude of the respondents towards supervisor Scale Yes No Total Frequency 48 02 50 Percentage 96% 04% 100% The above table shows that 48(96%) respondents agreed that the supervisor are friendly with them while 2(4%) agreed that the supervisor are not friendly with them. Table showing the member ship of the union Scale Yes No Total Frequency 49 01 50 Percentage 98% 02% 100% The above table shows that 49(98%) respondents are the member of the union while 1(2%) respondents are not the member of the union.

Table showing the helpful attitude of the union Scale Yes No Total Frequency Percentage 49 98% 01 02% 50 100% The above table shows that 49(98%) respondents agreed that the union helps them during the grievance procedure while 1(12%) agreed that the union does not helps them during the grievance procedure.Table showing level of satisfaction of the respondents with the union’s functioning Scale A: To full extent B: To great extent C: Natural D: To some extent E: Not at all Total Frequency 24 15 06 04 02 50 Percentage 48% 30% 12% 08% 04% 100% The above table shows that 24(48%) respondents fully agreed they are satisfied with the union’s functioning while 2(4%) are not at all satisfied with the union’s functioning. 77 .


The 18(36%) respondents are not aware about procedure are fall under the experience group of 6 to 10 years. 14(28%) are greatly as well as naturally aware about the service rules or the standing orders of the company. 22(44%) are not aware that the organization conduct the periodic review of functioning of the procedure.e. Majority of the respondents i.e. Majority of the respondents i.Findings of Personal Background The majority of the respondents i. 50(100%) are male. 27(54%) agreed that the procedure follow the legislative approach.e.e. 32(64%) falls under 6 to 10 years of services experience group. 20(40%) are not aware about the procedure. The majority of the respondents i. All the respondents i.e. 22(44%) falls under the age group of 41 and above years. The majority of respondents i. Majority of the respondents i.e. The majority of the respondents i. 43(86%) agreed that the procedure follow the human relation approach. 47(94%) are married.e.e. Findings on the Respondent’s Attitude towards Management 79 . Majority of the respondents i. Findings of Awareness of Respondents Majority of the respondents i.e.e.e. 28(56%) are not aware about the tailor made grievance procedure and i. 36(72%) are SSC passed.

there are 31(62%) respondents agreed that they have friendly relationship with supervisor and in the experience group of 6 to 10 years. Findings of Union Practices Majority of the respondents i. 35(70%) agreed that does not impose decisions on them. Majority of the respondents i.e. Findings of the Respondent’s Attitude towards Procedure Majority of the respondents i. 16(32%) agreed that the management does not take wrong and hasty decisions on grievances. 19(38%) agreed that the procedure promote the satisfaction relations between the employee’s and management. 39(78%) agreed that the management sincerely collect all the facts about the grievances.e. 17(34%) agree that they have friendly relationship with supervisor.e. Majority of the respondents i.Majority of the respondents 22(44%) are fully agree that the management is highly concerned about the problems. 17(34%) agreed that the management consult the employee’s for decision making.e.e. Majority of the respondents i.e. Majority of the respondents i. In the experience group of 1 to 5 years. 49(98%) are the member of the union. 80 .

45(90%) agreed that the demotion can not at all be the causes of grievances in the organization.e. Majority of the respondents i. Majority of the respondents i.Majority of the respondents i. 25(50%) agreed that the poor relation can not at all be the causes of grievances in the organization. 48(96%) agree that the supervisor are friendly with them.e.e.e. 40(80%) agree that their union has political affiliation.e. Majority of the respondents i. 42(84%) agree that there is no biases prevailing in the union. Findings on Respondent’s Relationship with Others Majority of the respondents i.e. 20(40%) agreed that the working can not at all be the causes of grievances in the organization. 49(98%) that the union them during the grievance procedure. Majority of the respondents i. Findings on the Causes of Grievance in the Organization Majority of the respondents i. 48(96%) agree that their colleagues help them during the grievance procedure. 81 .e. Majority of the respondents i. 26(52%) agree that the management has full influence on respondents. 20(40%) greatly agree that they are having very good relationship with their colleagues. Majority of the respondents i.e. Majority of the respondents i.e.e. 23(46%) agreed that the promotion can not all be the causes in the organization.e. Majority of the respondents i.

Majority of the respondents i.e. 36(72%) agreed that the fines can not at all be the causes of grievances in the organization.e. 15(30%) agreed that the amenities can not at all be the causes of grievance in the organization. 18(36%) agreed that the continuity of service can not at all be the causes of grievance in the organization. 44(88%) agreed that the leave can not at all be the causes of grievances in the organization. Majority of the respondents i. 48(96%) agreed that the victimization by management can not at all be the causes of grievance in the organization. Majority of the respondents i.Majority of the respondents i. Majority of the respondents i.e. Conclusion 82 .e. Majority of the respondents i. 23(46%) agreed that the job security can not at all be the causes of the grievance in the organization.e.e.

Almost all the respondents believe in the utility of grievance procedure. wage payment and continuity of service. It is observed that the majority of the respondents agree that the procedure follow the legislative approach and respondents agreed that the procedure follow the human relation approach.It is observed that majority of the respondents fall under that age group of 31-40 and 41 above are SSC passed. The respondents agree that the grievance procedure is helpful to promote the satisfactory relationship between employee’s and management. It is observed that the majority of the respondents are the member of the union and union helps their member for redressing their grievances. It is observed from the data that the main causes of grievances are amenities. It is observed that from the findings that the grievant employees are generally utilizing proper channels for redressing grievances and in this way the procedure become very prompt. It is observed from the findings that the majority of the respondents are not aware about the procedure and also aware about the tailor made grievance procedure. leave. Majority respondents fall under the experience group of 6-10 years and most of all are married. The respondents also agree that their relationship with supervisor help grievant to solve his problem. It is found that there are no such biases prevailing in the union. The respondents agree that the union has great influence on the management and it is effective in his working style. transfer and victimization by management. compensation. Questionnaire 83 . It is observed from the data that the least concern causes of grievances are demotion. It is also concluded that all the respondents are male.

“A STUDY OF ATTITUDE OF THE EMPLOYEE OWARDS THE GRIEVANCES SETTLEMENT PROCEDURE” Personal Data of Respondents: Name: Age: Sex: Marital status: Married Unmarried Qualification: SSC HSC ITI DEGREE Designation: Grade: Length of service in organization: Note: This data will be kept confidential. Questionnaire for the Respondents 84 .

During the settlement of grievance to what extent does your organization concern with your problems? (a) To full extent (b) To great extent (c) Natural (d) To some extent (e) Not at all 6.1. How many times you have gone through the grievance settlement procedure within your service life? (a) One (b) More than one 7. Have you given the fair opportunities to express your grievance before the management? Yes No 85 . Does your organization follow the prescribed steps (legislative/labour contract approach) to redress the grievance? Yes No 4. Does your organization have any tailor made grievance handling procedure? Yes No 3. Does your organization solve the grievance by mutual understanding (human resource approach)? Yes No 5. Are you aware about the grievance handling procedure before you had/have any grievance? Yes No 2.

does your organization take wrong and hasty decision grievance? (a) (b) (c) (d) (e) 13. To what extent. To what extent. Have you gone through any proper channel for redressing your grievance? Yes No 9. To what extent. you believe in the utility of the grievance procedure? (a) (b) (c) (d) (e) 86 . Does your organization collect all the facts about the grievance? Yes No 12. To what extent your organization grievance procedure takes appropriate decision after a careful consideration of all the facts regarding your grievance? (a) To full extent (b) To great extent (c) Natural (d) To some extent (e) Not at all 10. you realize the helpful attitude and support of the management during the procedure? (a) (b) (c) (d) (e) 14. Has the management given reason(s) to you for coming a certain conclusion or decisions after completing the procedure? Yes No 11.8.

Does your organization conduct a periodic review of functioning of the procedure? (a) (b) (c) (d) (e) 17. to what extent grievance settlement procedures promote satisfactory relations between employee’s and management? (a) (b) (c) (d) (e) 19. To what extent does your organization consult the employee for decision making? (a) (b) (c) (d) (e) 21. Are you aware about the standing orders/service rules of your organization? Yes No 18. According to you. Do your colleagues help you during the grievance settlement procedure? Yes No 87 . To what extent your grievance procedure is fact oriented instead of employee oriented? (a) (b) (c) (d) (e) 16. Does your management impose the decision on you? Yes No 20.15. Does your supervisor friendly to you? Yes No 22.

23. To what extent. Does your union help you to solve your grievance during the procedure? Yes No Glossary • In questionnaire (a) = excellent (b) = very good 88 . your union has influence on management? (a) (b) (c) (d) (e) 26. Have you experienced any biased attitude with in union? Yes No 28. To what extent you are satisfied with the union’s functioning? (a) (b) (c) (d) (e) 29. How is your relationship with your colleagues? (a) excellent (b) very good (c) good (d) fairly good (e) satisfactory 24. Are you a member of any union? Yes No 25. Does your union have any political affiliation? Yes No 27.

SSIL = Swati Witchgear Switchgears Industries Ltd.(c) = good (d) = fairly good (e) = satisfactory. • BIMS= Baroda Institute of Management Studies. • BIBILOGRAPHY 89 .

1979. 5.1970. Association. Industrial Relation in India: Charles Mayors.W. 8.1961.J.G.J.2000 90 . Personnel Management & Industrial Relations: Nair & Nair.D. American Management.1994. 4. Grievance Handling: Walter E Bear. 2. The Determinations of Grievance Initiation: Bemmels.1983.1.B. Labour Arbitration & Dispute Resolution: Getman. 3. Bargaining in Grievance Settlement: Kuhn. 6. 7. Inc. Theoretical Perspective On the Modern Grievance: Lewin. Dynamics of Industrial Relations: Kesar Singh. Asia Publication.

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