S.srimynthan - Dr.S.karthikeyan

A STUDY ON EFFECTIVENESS OF HANDLING EMPLOYEE
GRIEVANCE AT THEIR WORKPLACE IN SAIL - SALEM STEEL

PLANT, SALEM
PROJECT REPORT
SUBMITTED BY
SRIMYNTHAN S
710020631055
In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
in
DEPARTMENT OF MANAGEMENT STUDIES
ANNA UNIVERSITY REGIONAL CAMPUS COIMBATORE

COIMBATORE – 641046
SEPTEMBER 2022
ANNA UNIVERSITY REGIONAL CAMPUS COIMBATORE
COIMBATORE – 641046
DEPARTMENT OF MANAGEMENT STUDIES

PROJECT REPORT
SEPTEMBER 2022
This is to certify that the project work done on

SAIL - SALEM STEEL PLANT
Is the Bonafede record of project work done by

SRIMYNTHAN S
710020631055
Of MBA during the Year 2020 – 2022
Dr. S. KARTHIKEYAN Dr. S. CHANDRAKUMARMANGALAM

Project Guide Head of the Department
Submitted for the project viva – voce held on ______________________
INTERNAL EXAMINER EXTERNAL EXAMINER

BONAFIDE CERTIFICATE
This is to certify that the project report titled “ A STUDY ON EFFECTIVENESS OF

HANDLING EMPLOYEE GRIEVANCE AT THEIR WORKPLACE IN SAIL - SALEM
STEEL PLANT ” submitted to the Anna University Regional Campus, Coimbatore in partial
fulfillment of the requirement for the award of the degree of Master of Business Administration
is a record of original work done by SRIMYNTHAN S during the period of 2020 to 2022 of
his study in the DEPARTMENT OF MANAGEMENT STUDIES at ANNA UNIVERSITY
REGIONAL CAMPUS, COIMBATORE under the guidance of Dr. S. KARTHIKEYAN,
ASSISTANT PROFESSOR and the project report has not formed on the basis for the award
of any degree or other similar title to any candidate of any university
Dr. S. KARTHIKEYAN Dr. S. CHANDRAKUMARMANGALAM
Project Guide Head of the Department

DECLARATION
I affirm that the project report entitled “A STUDY ON EFFECTIVENESS OF HANDLING

EMPLOYEE GRIEVANCE AT THEIR WORKPLACE IN SAIL - SALEM STEEL
PLANT ”being submitted in partial fulfillment for the award of MASTER OF BUSINESS
ADMINISTRATION is the original work carried out by me. It has not formed the part of any
other project work submitted for award of any Degree or Diploma, other in this or any other
University
Signature of the candidate
To certify that the declaration made above by the candidate is true
Signature of the guide

Dr. S. KARTHIKEYAN
Assistant Professor
Department of Management Studies
Anna University Regional Campus
Coimbatore
ACKNOWLEDGEMENT
I wish to express my sincere thanks and deep sense of gratitude to

Dr. M. SARAVANAKUMAR, Dean, Anna University Regional Campus, Coimbatore for
providing the necessary facilities to carry out this project work successfully.
I am thankful to Dr. S. CHANDRAKUMARMANGALAM, Head of the Department,

Department of Management Studies, Anna University Regional Campus, Coimbatore and the
faculty members in the department for having helped in this report
I take this golden opportunity to extend the sincere gratitude to my project guide
Dr. S. KARTHIKEYAN , Assistant Professor, Department of Management Studies, Anna
University Regional Campus, Coimbatore for her immense guidance and valuable suggestions
during the course of the project.
My heartfelt thanks to N. ANGEL SUMITH ,Senior Manager, SALEM STEEL PLANT for
giving an opportunity to do project work in this company and the interest shown in bringing
out this project work successful manner.
Finally, I also express my gratitude to all faculty members, my friends and my parents who
have helped me to carry out this work. Last but not least I thank the almighty god for the
blessing shown on during this project work.
S. SRIMYNTHAN
TABLE OF CONTENT
CHAPTER NO PARTICULARS PAGE NO
INTRODUCTION
1.1.INTRODUCTION OF THE STUDY
1.2.INDUSTRY PROFILE
1.3.COMPANY PROFILE
I 1 – 22
1.4.ORGANISATION PROFILE
1.5.OBJECTIVES
1.6.SCOPE OF THE STUDY
1.7 LIMITATIONS OF THE STUDY
II REVIEW OF LITRATURE 23 – 35
RESEARCH METHODOLOGY
3.1.RESEARCH METHOD
III 3.2.SAMPLING METHOD 36 – 39
3.3.DATA COLLECTION
3.4.DATA INTERPRITATION TOOLS
DATA ANALYSIS AND INTREPRETATION

4.1.PERCENTAGE ANALYSIS
VI 4.2.CHI-SQUARE TEST 40 – 71
4.3.T-TEST
4.4.ANOVA
FINDINGS,SUGGESSION AND CONCLUSION

5.1.FINDINGS
V 72 – 75
5.2.SUGGESSION
5.3CONCLUSION
BIBILIOGRAPHY
ANNEXURE
TABLES
TABLE PAGE
PARTICULARS
NO NO
PRODUCTION OF IRON AND STEEL IN MAJOR

1.2.1 4–5
COUNTRIES OF THE WORLD
1.3.1 SAIL PLANTS 10 – 11
1.3.2 MINES 11 – 12
1.4.1 PRODUCT MIX 16
1.4.2 FACILITIES & CAPACITY 17 – 18
4.1.1 EMPLOYEE GENDER 40
4.1.2 EMPLOYEE EXPERIENCE 41
4.1.3 EMPLOYEE AGE 42
4.1.4 EMPLOYEE DEPARTMENT 43
THE ORGANISATION’S WORKING ENVIRONMENT

4.1.5 44
MAKES ME FEEL “WELL” TO DO MY JOB
I AWARE ABOUT THE “GRIEVANCE HANDLING

4.1.6 45
MECHANISM" IN MY ORGANISATION
I AWARE ABOUT THE VARIOUS COMMITTEES

4.1.7 THAT REDRESS THE GRIEVANCE IN MY 46
ORGANISATION
I AWARE ABOUT THE VARIOUS COMMITTEE
COMPOSITION, WHO ARE ALL HANDLING
4.1.8 47
GRIEVANCE IN MY ORGANISATION
I FEEL OPEN TO SHARE MY GRIEVANCES TO THE
4.1.9 SUPERIOR 48
MY SUPERIORS WILL LISTEN WHEN MY

4.1.10 49
GRIEVANCE IS PRESENTED TO THEM
IN MY COMPANY THERE WILL BE A FRIENDLY

4.1.11 APPROACH DURING GRIEVANCE HANDLING 50
THE REAL BASE OF THE PROBLEM FOR A

GRIEVANCE IS IDENTIFIED BY THE SUPERIOR
4.1.12 51
SOON WHEN THE GRIEVANCE WAS APPROACHED
THE MECHANISM FOLLOWED FOR GRIEVANCE

HANDLING IN MY ORGANISATION WAS EASY TO
4.1.13 UTILISE AND ADDRESS THE EMPLOYEE 52
GRIEVANCES
THE GRIEVANCE HANDLING MECHANISM

FOLLOWED IN MY ORGANISATION WILL
4.1.14 53
RESOLVES MY GRIEVANCE AS SOON
THERE IS A PROPER RECORD MAINTAIN FOR EACH

4.1.15 54
GRIEVANCE
THE SUPERVISOR POSSESSES NECESSARY HUMAN

4.1.16 RELATION SKILLS IN TERMS OF UNDERSTANDING 55
THE PROBLEM
THE VARIOUS COMMITTEE MEMBERS ACTIVELY

4.1.17 56
ENGAGE IN RESOLVING THE PROBLEM
THE MATTERS RELEVANT TO THE GRIEVANCE

4.1.18 57
KEPT CONFIDENTIAL
THERE WILL BE A REGULAR FOLLOW UP TO
ENSURE THAT THE RIGHT DECISION IS MADE SO
4.1.19 58
THAT IT DOES NOT RAISE ANY ADVERSE EFFECTS
WITHIN THE ORGANISATION
THERE IS A TEMPORARY RELIEF PROVIDED UNTIL
PROPER DECISION IS MADE SO THAT IT DOES NOT
4.1.20 59
RAISE ANY ADVERSE EFFECTS WITHIN THE
ORGANISATION
THE GRIEVANCE HANDLING COMMITTEE IN MY
4.1.21 ORGANISATION WILL NOT ACT BIAS IN ANY 60
SITUATION
“THE LACK OF COOPERATION AND
COORDINATION” BETWEEN THE EMPLOYERS AND
4.1.22 61
EMPLOYEES AFFECTS THE GRIEVANCE HANDLING
MECHANISM OF MY ORGANISATION
THE DECISION GIVEN BY THE COMMITTEE OR

4.1.23 SUPERIOR WILL BE ASSOCIATED TO MY 62
APPROACHED GRIEVANCE
I WAS FULLY SATISFIED WITH GRIEVANCE

4.1.24 HANDLING AND SOLVING MECHANISMS IN MY 63
ORGANISATION

4.2.1 64

4.2.2 THAT REDRESS THE GRIEVANCE IN MY 65
ORGANISATION
4.2.3 SUPERIOR 66

4.3.1 RELATION SKILLS IN TERMS OF UNDERSTANDING 67
THE PROBLEM

4.3.2 68

4.3.3 79
KEPT CONFIDENTIAL

4.4.1 RAISE ANY ADVERSE EFFECTS WITHIN THE 70
ORGANISATION

ORGANISATION WILL NOT ACT BIAS IN ANY
4.4.1 71
SITUATION
CHARTS
CHART PAGE
PARTICULARS
NO NO
4.1 EMPLOYEE GENDER 40
4.2 EMPLOYEE EXPERIENCE 41
4.3 EMPLOYEE AGE 42
4.4 EMPLOYEE DEPARTMENT 43

4.5 44
I AWARE ABOUT THE “GRIEVANCE HANDLING

4.6 45
MECHANISM" IN MY ORGANISATION

4.7 THAT REDRESS THE GRIEVANCE IN MY 46
ORGANISATION
I AWARE ABOUT THE VARIOUS COMMITTEE
COMPOSITION, WHO ARE ALL HANDLING
4.8 47

4.9 SUPERIOR 48
MY SUPERIORS WILL LISTEN WHEN MY

4.10 49
GRIEVANCE IS PRESENTED TO THEM
IN MY COMPANY THERE WILL BE A FRIENDLY

4.11 APPROACH DURING GRIEVANCE HANDLING 50
THE REAL BASE OF THE PROBLEM FOR A
GRIEVANCE IS IDENTIFIED BY THE SUPERIOR
4.12 51
SOON WHEN THE GRIEVANCE WAS APPROACHED
THE MECHANISM FOLLOWED FOR GRIEVANCE

HANDLING IN MY ORGANISATION WAS EASY TO
4.13 UTILISE AND ADDRESS THE EMPLOYEE 52
GRIEVANCES
THE GRIEVANCE HANDLING MECHANISM

FOLLOWED IN MY ORGANISATION WILL
4.14 53
RESOLVES MY GRIEVANCE AS SOON
THERE IS A PROPER RECORD MAINTAIN FOR EACH

4.15 54
GRIEVANCE

4.16 RELATION SKILLS IN TERMS OF UNDERSTANDING 55
THE PROBLEM

4.17 56

4.18 57
KEPT CONFIDENTIAL
THERE WILL BE A REGULAR FOLLOW UP TO

ENSURE THAT THE RIGHT DECISION IS MADE SO
4.19 58
THAT IT DOES NOT RAISE ANY ADVERSE EFFECTS
4.20 59
RAISE ANY ADVERSE EFFECTS WITHIN THE
ORGANISATION
4.21 ORGANISATION WILL NOT ACT BIAS IN ANY 60
SITUATION
“THE LACK OF COOPERATION AND
COORDINATION” BETWEEN THE EMPLOYERS AND
4.22 61
EMPLOYEES AFFECTS THE GRIEVANCE HANDLING
THE DECISION GIVEN BY THE COMMITTEE OR

4.23 SUPERIOR WILL BE ASSOCIATED TO MY 62
APPROACHED GRIEVANCE
I WAS FULLY SATISFIED WITH GRIEVANCE

4.24 HANDLING AND SOLVING MECHANISMS IN MY 63
ORGANISATION
I.INTRODUCTION
1.1.INTRODUCTION OF THE STUDY
In an organisation, the behaviour of every human being is peculiar. Every individual is

different from others on the basis of his own characteristics. On the basis of these
characteristics, the behaviour of one individual can have the chance to affect other. Sometime
a person like and sometime does not like the same thing. Sometime he cooperates and sometime
he opposes the same issue.
Due to their nature, wherever and whenever they work together, the differences on
different issues are likely to take place. It is the universal fact that when human beings are
involved the more or less difference is likely to take place.
These differences lead to certain discontents and dissatisfaction even in the best
managed organisations. These differences are to be taken care properly. If not then the all the
concerned parties, i.e., employees, employees and society as a whole would be sufferer.
These differences are creating dissatisfaction and accumulation of these may result in
severe conflicts, disputes and litigations. These badly affect individual psychologically and
result in demotivate, lack of job interest, low commitment level, poor relationship, poor quality
and quantity of performance and reputation of the organisation. This situation can arise only
when management is totally ignoring the grievances.
Some of the cases can be avoided or handled easily if proper care is taken timely. It
should be known that the grievances are like diseases that affect badly the health of persons
until these are cured properly. It is like a termite eating away a healthy tree in long run. It can
be compared with the situation when there is smoke without visible fire. It needs proper
handling or management.
Grievances are symptoms of unhealthy climate in the organization. Therefore, they

should be handled with utmost care and patience by the managers. If manager can deal with
grievances effectively, they are successful managers. If, on the other hand, he is not able to
handle grievances of his subordinates, he is called an inefficient or ineffective leader.
1
• GRIEVANCE HANDLING
Grievance handling refers to the management of employee dissatisfaction or complaints

regarding to their work or work place environment. By establishing a proper grievance handling
system, the management can provide a safe environment for their employees to raise their
concerns.
The grievance handling is an activity by which grievances are settled, generally to the
satisfaction of the employees and the management. This procedure is essential for the promotion
and maintenance of good labour-management relations and a high degree of efficiency in the
undertaking in an organisation.
• GRIEVANCE
A grievance refers to the dissatisfaction or feeling of injustice having connection with

an employee’s work policy or working condition by an alleged violation of law which is brought
to the attention of management.
• GRIEVANCE TYPES
There are three types of grievance, that are mostly applicable to every organisation.
They are:
1. Individual grievance
2. Group grievance
3. Union grievance
1) Individual grievance:
When an individual employee grieves against a management action like

demotion based on bias, non-payment of salary, work place harassment etc,
2) Group grievance:
When a team or a group collectively grieves when none of the team members
receive the promised overtime bonus as mentioned in the policy.
2
3) Union grievance:
This is rare, especially in a corporate setup where unions don’t often exist. But
in this type of a grievance, the entire union complains against the management generally
over contract misinterpretation.
• CAUSES FOR EMPLOYEE GRIEVANCE

1) Undesirable working conditions in physical terms.
2) Changes without prior notice.
3) Poor employee relations.
4) Improper wage adjustment.
5) Dissatisfactory office policies in case of:
• Promotion
• Demotion
• Transfer
• Discharge
• Leaves
• overtime
6) Violation of laws.
7) Inadequate safety, health, and welfare amenities.
8) Labour management hostility.
9) Incidence of work place favouritism and nepotism.
10) Lack of organisational discipline.
3
1.2.INDUSTRY PROFILE
IRON AND STEEL INDUSTRY
The growth and development of iron and steel industry is a reflection of global
economy. The iron and steel industry depicts a changing nature in its growth and production
pattern. In the mid-1970s, the relatively developed countries of North.
America, Western Europe and Japan accounted for nearly two-third of the world’s steel
production. But gradually the spatial pattern has changed and attention has now shifted to the
developing regions.
Towards the end of the last century, the growth of steel production in countries like
China, South Korea, Brazil and India has changed the entire pattern of steel production in the
world.
Now main producers of iron and steel in the world are China, Japan, USA, Russia,
Germany, South Korea, Brazil, Ukraine, India, France, Italy and Great Britain. The other steel-
producing countries are South Africa, Australia, Austria, Netherlands, Czech Republic,
Romania, Spain, Belgium, Sweden, etc. The below table indicates the production of iron and
steel in major countries of the world.
PRODUCTION OF IRON AND STEEL IN MAJOR COUNTRIES OF THE WORLD:
TABLE 1.2.1
Countries Production (in crore tons)

PIG IRON CRUDE STEEL
China 131.23 128.5
Japan 80.5 105.4
USA 47.9 102.0
Russia 43.3 55.5
Germany 27.3 41.7
South Korea 24.8 43.4
Brazil 27.7 27.8
Ukraine 25.7 31.7
India 21.3 26.9
France 13.6 20.0
4
Italy 10.9 26.6
Great Britain 10.9 16.1
IRON AND STEEL INDUSTRY - INDIA
The iron and steel industry in India are among the most important industries within the
country. India surpassed Japan as the second top steel producer in January 2019. As per world
steel, India's crude steel production in 2018 was at 106.5 tonnes MT, 4.9% increase from 101.5
MT in 2017, means that India overtook Japan as the world's second largest steel production
country. Japan produced 104.3 MT in year 2018, decrease of 0.3% compared to year 2017.
Industry produced 82.68 million tons of total finished steel and 9.7 million tons of raw iron.
Most iron and steel in India are produced from the iron ore.
Policy for the sector is governed by the Indian Ministry of Steel, which concerns itself
with coordinating and planning the growth and development of the iron and steel industry, both
in the public and private sectors; formulation of policies concerning production, pricing,
distribution, import and export of iron and steel, ferro alloys and refractories; and the
development of input industries relating to iron ore, manganese ore, chrome
ore and refractories, etc., required mainly by the steel industry.
Most of the public sector undertakings market their steel through the Steel Authority of
India (SAIL). The Indian steel industry was de-licensed and de-controlled in 1991 and 1992
respectively.
STEEL PLANTS
There are two types of steel plants - Mini steel plants and Integrated steel plants. About
half of the country's steel is produced by medium and small enterprises.
Mini steel plants are smaller, have electric furnaces and use steel scrap as well as sponge
iron. They have re-rollers that use steel ingots as well. They produce Carbon steel and Alloy
Steel of certain specifications. There are around 650 mini steel plants in India.
Integrated steel plants are large, handle everything in one complex - from putting
together raw material to steel making, rolling, and shaping. Iron ore, coke, and flux are fed into
the blast furnace and heated. The coke reduces the iron oxide in the ore to metallic iron, and the
molten mass separates into slag and iron. Some of the iron from the blast furnace is cooled, and
5
marketed as pig iron; the rest flows into basic oxygen furnaces, where it is converted into steel.
Iron and steel scrap may be added to both the blast furnace and to the basic iron furnace. There
are about five integrated SAIL plants in India.
STEEL PLANTS IN INDIA.
There are more than 50 iron and steel industries in India. Iron and steel industry are a
basic industry and its products serve as a raw material for a number of other industries. Although
iron and steel manufacturing activity in India is very old, modern iron and steel industry started
with the establishment of ‘Bengal Iron and Steel Works’ at Kulti in West Bengal in 1817. Tata
Iron and Steel company was established at Jamshedpur in 1907. This was followed by ‘Indian
Iron and Steel plant’ at Burnpur in 1919. All the three plants were established in the private
sector.
The first public sector iron and steel plant, which is now known as ‘Visvesvaraya Iron
and Steel works’, was established at Bhadrawati in 1923.
The iron and steel industry made rapid progress after independence. The production
capacity has increased in all the existing units. Three new integrated steel plants were
established at Rourkela, Bhilai and Durgapur. Bokaro steel plant was established under public
sector in 1964. Bokaro and Bhilai plants were set up with the collaboration of the former Soviet
Union.
Durgapur steel plant was set up in Collaboration with United Kingdom while Rourkela
plant was established with the help of Germany. Vishakhapatnam and Salem plants were set up
afterwards.
At the time of independence, India produced only a small quantity of iron and steel.
Production of finished steel in the country was only 10 lakh tonnes in 1950-51 which has
increased to 23.8 million tonnes in 1998-99.
The major iron and steel plants of India are situated in the states of Jharkhand, West
Bengal, Orissa, Chhattisgarh, Andhra Pradesh, Karnataka and Tamil Nadu. Besides there are
about 200 mini steel plants in India with a capacity of 6.2 million tonnes per annum. Mini steel
plants produce steel from scrap or sponge iron.These units constitute an important component
of iron and steel industry in the country. Most of the steel plants are located in and around Chota
Nagpur plateau which is endowed with rich deposits of iron ore, coal, manganese and limestone.
6
1.3.COMPANY PROFILE
STEEL AUTHORITY OF INDIA LIMITED - A MAHARATNA
Steel Authority of India Limited (SAIL) is one of the largest steel-making companies in
India and one of the Maharatnas of the country’s Central Public Sector Enterprises. SAIL
produces iron and steel at five integrated plants and three special steel plants, located principally
in the eastern and central regions of India and situated close to domestic sources of raw
materials. SAIL manufactures and sells a broad range of steel products.
SAIL is a government owned steel producer based in New Delhi, India. It is under
the ownership of Ministry of Steel, Government of India with an annual turnover of INR
68,452 Crore for fiscal year 2020–21. Incorporated on 24 January 1973, SAIL has 62,181
employees (as of 1 April 2022). With an annual production of 16.30 million metric tons, SAIL
is the 20th largest steel producer in the world and the largest in India.
OWNERSHIP AND MANAGEMENT
The Government of India owns about 65% of SAIL's equity and retains voting control
of the Company. However, SAIL, by virtue of its 'Maharatna' status, enjoys significant
operational and financial autonomy.
CHAIRMAN
Smt. Soma Mondal has assumed the position of Chairman, SAIL w.e.f. 1st January,
2021. Smt. Soma Mondal has the distinction of not only being the first woman Functional
Director of SAIL, but she is also the first woman Chairman of the Company.
BOARD OF DIRECTORS
❖ Smt. Soma Mondal - Chairman, holding additional charge of the posts of Director
(Finance) and Director (Personnel)
❖ Ms. Sukriti Likhi - Additional Secretary and Financial Advisor, Ministry of Steel
❖ Shri Abhijit Narendra - Joint Secretary to the Government of India
❖ Shri. N. Shankrappa - Independent Director
❖ Shri Anirban Dasgupta - Director in-charge (Bhilai Steel Plant)
❖ Shri Amarendu Prakash - Director in-charge (Bokaro Steel Plant)
❖ Shri Ashok Kumar Tripathy - Independent Director
7
❖ Shri Kanhaiya Sarda - Independent Director
❖ Smt. Neelam Sonker - Independent Director
❖ Shri Sagi Kasi Viswanatha Raju - Independent Director
❖ Dr. Gopal Singh Bhati - Independent Director
❖ Shri Vijendla Srinivasa Chakravarthy - Director (Commercial)
❖ Shri Atanu Bhowmick - Director in-charge (Rourkela Steel Plant)
❖ Shri Brijendra Pratap Singh - Director in-charge (Burnpur and Durgapur Steel Plant)
❖ Prof (Dr.) K. Jayaprasad - Independent Director
COMPANY HISTORY
EXPANDING HORIZON (1959-1973)
SAIL traces its origin to the Hindustan Steel Limited (HSL) which was set up on 19
January 1954. It was initially designed to manage only one plant that was coming up
at Rourkela. Hindustan Steel (HSL) was initially designed to manage only one plant that was
coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done
by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel
plants were also transferred to Hindustan Steel. The registered office was originally in New
Delhi. It moved to Calcutta in July 1956, and ultimately to Ranchi in December 1959.
The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of
December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after
commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from
.158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated
in January 1964 to construct and operate the steel plant at Bokaro.The second phase of Bhilai
Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The
last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February
1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after
commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai,
1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL
was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.
HOLDING COMPANY
The Ministry of Steel and Mines drafted a policy statement to evolve a new model for
managing industry. The policy statement was presented to the Parliament on December 2, 1972.
8
On this basis the concept of creating a holding company to manage inputs and outputs under
one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The
company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, was
made responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur,
Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was
restructured as an operating company.
Since its inception, SAIL has been instrumental in laying a sound infrastructure for the
industrial development of the country. Besides, it has immensely contributed to the
development of technical and managerial expertise. It has triggered the secondary and tertiary
waves of economic growth by continuously providing the inputs for the consuming industry.
OPERATIONS
As of 31 March 2015, SAIL has 93,352 employees, as compared to 170,368 (as of 31

March 2002). There has been a continuous reduction of headcount over the past few years due
to enhanced productivity and rationalised manpower.
The total requirement of its main raw material, iron ore, is met through its captive mines.
To meet its growing requirement, capacities of existing iron ore mines are being expanded and
new iron ore mines are being developed. In addition, new iron ore deposits in the states
of Rajasthan, Chhattisgarh, Madhya Pradesh, Maharashtra, Odisha and Karnataka are being
explored. Around 24% of its coking coal requirements are met from domestic sources, the
remaining through imports. For improving coking coal security, the company is also making
efforts for development of new coking coal blocks at Tasra and Sitanalla. SAIL is also India's
largest miner of minerals that are involved in the steel making process, such as iron
ore and coking coal. During FY 2019-2020, the company mined 32.406 million tonnes of steel
making minerals.
SAIL produced 13.9 million tonnes of crude steel by operating at 100% of its installed
capacity, which is an increase of 1% over the previous year. It also generated 710 MW of
electricity during FY2014-15.
9
SAIL PLANTS
TABLE 1.3.1
Integrated Steel Plants

Plant Location Products
Bhilai Steel Chhattisgarh Rails (13/26m), Long Rails, (65-260m), Blooms, Billets,
Plant Slabs, Channels, Joists, Angles, TMT Rebars, Wire
Rods, Crane Rails, Plates, Pig iron & Coal Chemicals
Durgapur West Bengal Blooms, Billets, Joists, Narrow Slabs, Channels, Angles,
Steel Plant TMT Rebars, Wheels & Axles, Pig iron & Coal
Chemicals
Rourkela Odisha Plate Mill Plates, HR Plates, HR Coils, Slabs, CR Sheet/
Steel Plant Coil, Galvanised Sheets (plain & corrugated), ERW
Pipes, Spiral Weld pipes, CRNO, Pig iron & Coal
Chemicals
Bokaro Steel Jharkhand Hr Coils, Slabs, HR Sheets. Plates, CR Coils. Sheets, GP
Plant Sheets. coils, GC Sheets, Galvannealed Steel, HRPO,
Pig iron & Coal Chemicals
IISCO Steel West Bengal Wire rods, Bars & Rebars, Joists, Channels, Angles,
Plant Blooms, Billets, Universal & Special section (Z-bar, MS
Arch), Pig iron & Coal Chemicals
Special Steel Plants
Steel Plant Location Products
Salem Steel Tamil Nadu Cold Rolled Stainless Steel, Hot Rolled Carbon &
Plant Stainless-Steel Products, Micro-Alloyed Carbon Steel
Alloy Steels West Bengal Alloy Steel Squares & Rounds, Wear Resistant Plates,
Plant Forgings, Carne Wheels, Forged Rolls/ Pleats, Special
Quality Slabs & Stainless-Steel Slabs (low Ni, 300 &
400 series)
Visvesvaraya Karnataka High Quality Rolled & Forged Alloy & Special Steel
Iron & Steel Products
Plant
Ferro Alloy Plant
10
Steel Plant Location Products
Chandrapur Maharashtra High/ Medium/ Low carbon Ferro-Manganese, Silico-
Ferro Alloy Manganese
Plant
Subsidiary SAIL Refractory Company Limited
The company has the distinction of being India’s second largest producer of iron ore and
of having the country’s second largest mines network.
TABLE 1.3.2
Mineral Name of Mine State

Iron Ore Kiriburu Iron Ore Mines Jharkhand
Meghahatuburu Iron Ore Mines Jharkhand
Manoharpur (Chiria) Iron Ore Mines Jharkhand
Gua Iron Ore Mines Jharkhand
Bolani Iron Ore Mines Odisha
Barsua Iron Ore Mines Odisha
Kalta Iron Ore Mines Odisha
Dalli-Rajhara Group of Iron Ore Mines Chhattisgarh
Rowghat Iron Ore Mine (New Project) Chhattisgarh
Flux Nandini Limestone Mines Chhattisgarh
Hirri Dolomite Mines Chhattisgarh
Kuteshawar Limestone Mines Madhya Pradesh
Bhawanathpur Limestone Mines Jharkhand
Tulsidamar Dolomite Mines Jharkhand
Bhadigunda Limestone Mine Karnataka
Kenchapuda Dunite Mine Karnataka
Coal Chasnalla Colliery Jharkhand
Jitpur Colliery Jharkhand
Parbatpur Colliery (New Project) Jharkhand
Tasra Coking Coal Mine (New Project) Jharkhand
11
Sitanala (New Project) Jharkhand
Ramnagore Colliery West Bengal
VISION
To be a respected world class corporation and the leader in Indian steel business in
quality, productivity, profitability and customer satisfaction.
CORPORATE SOCIAL RESPONSIBILITY
Steel Authority of India Limited is a name that raises hopes in the hearts of many
Indians. Since its inception in 1973, much before ‘Corporate Social Responsibility’ became a
buzzword, SAIL put in place systems for socio-economic development of the neighbourhoods
and communities amidst which its plants and units operate. The objective was to plough
prosperity back into the environment from which its strengths emanate, to minimise inequalities
by providing quality education, healthcare, infrastructure and employment avenues to all, to
ensure that man and nature live in harmony, to preserve the originality and beauty of Indian
culture while simultaneously promoting scientific temperament and modern technology. In
short, to make a meaningful difference in people’s lives – a credo that SAIL has been upholding
proudly ever since.
SAIL’s role as a responsible corporate citizen in nation building has not gone unrecognised.
The company has won prestigious awards, honours and accolades in this sphere such as:
➢ SCOPE Meritorious Award for Corporate Social Responsibility & Responsiveness for
the year 2008-09, presented by the President of India, Smt. Pratibha Devi Singh Patil
➢ Annual FICCI Awards 2008-09 in the category of "The Vision Corporate Triple Impact
- Business Performance: Social & Environmental Action and Globalisation Award “,
presented by Finance Minister of India, Sh. Pranab Mukherjee
➢ Business world-FICCI-SEDF CSR Award for the year 2006 presented by the then
President of India, Dr A.P.J. Abdul Kalam
➢ FICCI Award for Rural & Community Development (2006-07) presented by Prime
Minister Dr Manmohan Singh
➢ CSR Award of the Ministry of Rural Development, Government of India
12
➢ Golden Peacock Award - for CSR to Bhilai Steel Plant of SAIL for three consecutive
years
➢ CSR Award of Tamil Nadu Government for the year 2007-08 and 2008-09 to Salem
Steel Plant of SAIL
SAIL was also a finalist of the Stevie Award for Best CSR Programme in Asia
(Subcontinent, Australia & New Zealand).
ACHIEVEMENTS
• "Best of all" Rajiv Gandhi National Quality Award in 1993, 2006, and 2007 for their
Bhilai and Bokaro plants.
• Quality Summit New York Gold Trophy 2007 (International Award for Excellence &
Business Prestige) and Award of Excellence Maintenance for Sumitomo Heavy
Industry & TSUBKIMOTO-KOGIO, Japan won by Alloy Steel Plant, Durgapur.
• SAIL was featured in the 2008 list of Forbes Global 2000 companies at position 647.
• Golden Peacock Award for Combating Climate Change – 2008 for BSP, Occupational
Health and Safety- 2008 for BSL
• National Safety Award to Bhilai Steel Plant announced by the Ministry of Labour &
Employment, Government of India – 2008
• Durgapur Steel Plant won the 2nd Prize in the Association of Business Communicators
of India Awards – 2008.
• Ispat Bhasha Bharati. the Rajbhasha Journal of SAIL has been awarded with the first
prize under the All-India House Journal Award Scheme – 2008–09
• Salem Steel Plant received the Greentech Gold Award in Metal and Mining Sector –
2008–09.
• Golden Peacock Award for Corporate Social Responsibility won by Bhilai Steel Plant
(BSP) for the third year in a row – 2009.
• Rourkela Steel Plant collected the Srishti Good Green Governance (G-Cube) Award –
2009.
• Greentech HR Excellence Award secured by the Durgapur Steel Plant – 2009
13
• The steel township of Rourkela Steel Plant (RSP) has been ranked 14th in sanitation and
cleanliness by Union Urban Development Ministry – 2009–10
• Greentech Safety Gold Award was given to Bhilai Steel Plant – 2010
• The HR Excellence Award by the Greentech Foundation won by Bhilai Steel Plant –
2010
• SSP has won the Greentech Silver Award in Training Category of Greentech HR
Excellence Awards – 2010.
• Award for financial and operational strength by Indian Institute of Industrial

Engineering (IIIE)- 2009–10
• Golden Peacock Environment Management Award – 2011
• Randstad Award for HR Practices and Employer Branding under 'Manufacturing

Industries' category – 2011
• Maiden Wockhardt Shining Star CSR Award in the Iron & Steel Sector category – 2011.
• Salem Steel Plant (SSP) has won the National Sustainability Award for the 6th time in
succession and 13th time since inception of the award from Indian Institute of Metals
(IIM)- 2011
Of the 33 Prime Minister's Shram Awards announced for 2010 by the Ministry of Labour,
Government of India, 17 of which went to PSUs, SAIL employees won 11 awards. Of the total
number of 76 awardees for the year, 45 belong to SAIL – a remarkable distinction for any
organisation. Maharatna SAIL has received the Golden Peacock Environment Management
Award for the year 2011. The award, in recognition of SAIL's initiatives and achievements in
the field of environment management, was presented by Union Minister for Home Affairs Shri
P. Chidambaram on 24 June 2011
74 of total of 128 awardees who have won the Vishwakarma Rashtriya Puraskar (VRP) are
from SAIL. The 15 out of 28 awards won by SAIL went to our 74 employees for the
performance year 2008. Bhilai Steel Plant won 7 such awards involving 36 employees, Bokaro
Steel Plant won 6 awards involving 29 employees. Durgapur Steel Plant and Salem Steel Plant
both won 1 award each involving five and four employees respectively. SAIL employees have
14
won 4 out of 5 awards of Class A, which is the highest number of A Class awards won by any
PSU in India.
15
1.4.ORGANISATION PROFILE
SALEM STEEL PLANT
Salem Steel Plant, a special steels unit of Steel Authority of India Ltd, pioneered the
supply of wider width stainless steel sheets / coils in India. The plant can produce austenitic,
ferritic, martensitic & low-nickel stainless steel in the form of coils & sheets with an installed
capacity of 70,000 tonnes / year in Cold Rolling Mill & 3,64,000 tonnes / year in Hot Rolling
Mill. Its steel melting shop can produce 1,80,000 tonnes of slabs per annum. In addition, the
plant has country's first top-of-the-line stainless steel blanking facility with a capacity of 3,600
tonnes / year of coin blanks & utility blanks / circles.
FIGURE 1.4.1
PRODUCT MIX
TABLE 1.4.1
PRODUCT-MIX TONNES/ANNUM
Cold rolled stainless steel flat product (Coils/Sheets/Blanks) 66,600
Hot rolled stainless steel/No 1/ carbon steel flat product (Coils/Sheets) 2,72,000
Total Saleable Steel 3,39,200
HISTORY
On 15 May 1972, the Government of India decided to set up a steel plant at Salem for
the production of steel and strips of electrical, stainless and other special and mild steel. The
construction started on 13 June 1972, after inauguration by then Minister of Steel and
16
Mines Mohan Kumaramangalam. The cost of first phase of the project was ₹181.19 crore. It
brought the latest technology in cold rolling to India at the time. The initial production capacity
was 32,000 tonnes per annum (cold rolled stainless steel strips and wide sheets).
Later on, 26 March 1991, the second phase at a cost of ₹76.27 crore (US$10 million)
was realised, increasing production capacity to 70,000 tonnes per annum. On 24 December
1993, a blanking line was commissioned with a capacity of 3600 tones blanks per annum. This
was the first such facility to be established in India.
FACILITIES & CAPACITY
TABLE 1.4.2
Area Major Facilities Products Capacity/Annum

(in Tonnes)
Steel Electric Arc Furnace Slabs 1,80,000
Melting AOD Refining Unit
Shop Ladle Furnace
Continuous Caster
Slab Grinder
Hot Walking Beam Re- Hot rolled Stainless Steel/ 3,64,000
Rolling heating Furnace Carbon Steel Coils
Mill Roughing Mill
Steckel Mill
Down Coiler
Roll Shop
Cold Coil Build up Line Cold Rolled Stainless Steel Coils 66,600
Rolling Coil Preparation Line / Sheets
Mill Bell Annealing Furnaces Hot Rolled Annealed and
– 3 nos. (with 8 bases) Pickled Stainless-Steel Coils /
Annealing & Pickling Sheets
Lines – 3 nos.
20-High Sendzimir Cold
Rolling Mills – 2 nos.
17
Strip Grinding Line
Skin Pass Mill
Rotary Polisher
Shearing Line
Slitting Line
Roll Shop
Blanking Blanking Press Cold Rolled Stainless Steel Coin 3600
Line Rimming Machine Blanks /Utility blanks
Annealing Furnace
Pickling and Polishing
Machines
Counting Machines
The steel melting facilities comprise ultra-high-power Electric Arc Furnace, Argon
Oxygen Decarburising (AOD) Refining Unit with Level-II automation, Ladle Furnace &
Continuous Casting machine with state-of-the-art technology to produce premium quality
stainless steel slabs. The plant is facilitated with Hot Rolling Mill which can roll both stainless
& carbon steels & the mill caters mainly to the input needs of stainless-steel coils for the cold
rolling mills. Special grades of carbon steels other than structural steels are also rolled from the
facility includes weathering steels, high strength low alloy steels, etc., which are extensively
used in industrial sectors.
FIGURE 1.4.2
Hot Rolling Mill complex is equipped with walking beam reheating furnace, primary
descaler, 4-hi reversing roughing mill, 4-high reversing Steckel Mill, down coiler, laminar
cooling & roll grinding machines, procured from world renowned suppliers. The Steckel Mill,
the mother unit of hot rolling with level-2 automation is provided with hydraulic gauge setting
18
& automatic gauge control. The continuously variable crown (CVC) controls the profile &
flatness by roll shifting & work roll bending system provide additional fine control of flatness
of the strip.
FIGURE 1.4.3
Cold Rolling Mill complex is equipped with the most modern stainless-steel production
lines, sourced from leading manufacturers of the world. Coil build up line, bell anneal furnaces
continuous annealing & pickling lines, Sendzimir mills, skin pass mill, strip grinding line,
slitting & shearing lines to produce coils /sheets with precise dimensional tolerance & flatness
with superior metallurgical characteristics.
FIGURE 1.4.4
Ferritic & martensitic stainless steel are annealed/softened at bell annealing furnaces &
austenitic stainless steel is annealed/softened & descaled in continuous annealing & pickling
lines using Ruthner neutral electrolytic pickling process & mixed acid pickling for superior
surface finish. The coils are rolled in 20-high computerized Sendzimer mills to required
dimensional tolerances. A 2-high skin pass mill with elongation control & constant hydraulic
roll force system ensures a product of bright finish & high flatness. A shearing line with
precision roller levellers, electronic flying shear & vacuum piler facilitates defect-free piling of
the levelled cut sheets. Coils of narrow width & smaller weight are produced by a precision
slitting line equipped with latest features like in feed car, grip feed device, tension pad &
interchangeable slitters
19
FIGURE 1.4.5
The shearing and slitting lines have online continuous marking system to make the
products customer-friendly. Salem Steel Plant's cold rolling mill complex also includes a
resquaring shear, a recoiling line, a packing line for slit products and wider coils.
In addition to the common No1, 2D and 2B finishes, a wide range of finishes including
No.3, No.4, No.8 (mirror) and special finishes like Moon Rock, Chequered, Honeycomb,
Macromatt, Aquiline, Fronds, Mystique, Linen, Fabrique finishes are also produced as per
requirement.
20
GRIEVANCE HANDLING METHOD IN SALEM STEEL PLANT
Grievance
____________________________________
Formal Grievance Informal Grievance
Mentioning the grievance Directly inform to the

in complaint ledger with a proper written corresponding superior or
statement. Authorities.
Later analysed by the corresponding

superior or Authorities. If the grievance was not solved by
the superior the grievance was
taken to the committees.
If the grievance was not solved by the

superior the grievance was taken to the
committees.
21
1.5.OBJECTIVES
PRIMARY OBJECTIVES
❖ To find out the overall effectiveness of grievance handling system in Salem Steel Plant.
SECONDARY OBJECTIVES
❖ To know the demographic factors of employee working in Salem steel plant.

❖ To identify the awareness level of the employees about the grievance handling
mechanism in Salem steel plant.
❖ To study about the grievance handling methods and techniques of Salem Steel Plant.
❖ To know about the satisfaction level of the employees towards grievance handling
among their workforce in Salem Steel Plant.
❖ To find out the factors affecting the grievance handling in an organisation.
1.6.SCOPE OF THE STUDY
➢ An effective grievance handling system helps the organisation to prevents minor

disagreements developing into more serious disputes.
➢ It helps the organisation in establishing and also maintain a good work culture.
➢ It also provides the organisation, a safe environment for their employees to raise their
concerns.
1.7.LIMITATIONS OF THE STUDY
 The study has done only inside the Salem Steel Plant.
 Sample population contains certain number of employees from each department of
Salem Steel Plant.
 The study was conducted only on the bases of collected primary and secondary data.
22
II.REVIEW OF LITRATURE
1) MEASURING WORKERS’ SATISFACTION WITH GRIEVANCE-HANDLING

PROCEDURE: STUDY OF A POWER DISTRIBUTION MAJOR IN INDIA
Geetika, Piyali Ghosh, Alka Rai, Jagdamba Prasad Joshi, Priya Singh
Abstract:
Lauded as one of the most significant practices of industrial relations, a grievance-

handling procedure is a medium for a worker to file his grievances. Indian organizations usually
adhere to the Model Grievance Procedure that ensures speedy and full investigation of a
grievance, leading to settlement. This study compares the grievance-handling procedure of a
case study firm with the Model and measures its effectiveness by analysing the satisfaction of
the individual worker as a subjective measure. Comparison with qualitative analysis on the
basis of dimensions such as time, stakeholders, decision given and structure show that the firm
has made special efforts to reduce the levels in the procedure, thereby increasing the speed of
grievance settlement, though a lack of provision of arbitration was also observed. Satisfaction
has been assessed with constructs such as speed, decision, structure and stakeholders, by
applying factor analysis and multiple regression analysis. Attitude of supervisors, time taken in
giving decision and follow-up mechanism emerge as the most important predictors. This study
is expected to add value to the existing literature on grievance handling by making a departure
from previous studies on satisfaction measures of grievance procedures, in which the
predominant issue has been perceived fairness. The findings may be useful for the improvement
of workers’ satisfaction with grievance-handling procedures in any organization.
2) UNDERSTANDING THE ROLE OF EMPLOYEE GRIEVANCE HANDLING

PROCEDURE, RELATED LABOUR LEGISLATIONS TO TACKLE IT AND
EMERGING AREA OF EMPLOYEE GRIEVANCE - A THEORETICAL APPROACH.
P. Ramlal and Saleh Ahmed Mozumder
Abstract:
This article highlights on roles played by employee grievance handling procedure in an

organization and identification of Indian labour legislations which provide guide lines, monitor
as well as facilitated grievance mechanism. Grievance means real or imagined cause for
complaint, especially unfair treatment. It is a feeling of resentment over something believed to
23
be wrong or unfair especially in the work place and in employment conditions as context to
grievance of employee. Employee’s grievance can be over the wage and salary, working hours,
condition of work premises, employment conditions etc. Earlier causes of grievance among
employees were common in nature but as competition is growing and firms are operating
globally it leads to war of talent in the labour market so grievance causes are also being different
in nature. Therefore, in this article effort has been made to identify emerging area of grievance
theoretically in knowledge economy. Formal grievance handling mechanism work as a forum
for communication of information. Many researchers had established strong relationship
between employee grievance and employee performance along with employee turnover
intentions, job satisfaction etc. If grievance is not mange properly it may impact on productivity
and efficiency of the organization directly or indirectly. Therefore, it needs to be solved or
prevent properly by the organization to survive and to do excel in the market
3) GRIEVANCES: A REVIEW OF RESEARCH AND PRACTICE
Michael E. Gordon, Sandra J. Miller
Abstract:
Behavioural and industrial relations literature on grievances were reviewed. As a result,

serious methodological, theoretical, and ethical questions were raised. Fundamental research is
required to establish the reliability of grievance phenomena. Further, the use of grievance data
as criteria is dubious because of conceptual problems of deficiency and contamination. Given
existing threats to traditional grievance systems, basic research, especially program evaluation,
on proposed structural and behaviour variants of grievance procedures is necessary.
4) A STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM IN

IMPROVING QUALITY OF EDUCATION (AT SELECTED MANAGEMENT
INSTITUTES OF NCR)
Dr. Sharma Rachna
Abstract:
In the NCR region, management education has witnessed an exponential growth in

terms of number of institutes, yet these growing numbers are failing to attract the aspiring
students because of a noticeable deterioration in the quality of education.
24
One of the critical factors for poor quality management education erupts from the fact
that management institutes are in abundance in NCR and there is heavy poaching of the quality
faculty by competing rival B-Schools due to poor grievance handling mechanism in many B-
Schools.
With a belief that happy employees are more productive. This paper aims to evaluate
the reasons for dissatisfaction or grievance among faculty members arising out of anything
connected with any aspect of the organization and to check the availability of grievance
handling mechanism in the selected management colleges of NCR.
The study is based on secondary and primary data from various sources. The research
paper suggests the importance for effective grievance handling mechanism to ensure the
cultivation of a favourable learning environment.
5) GRIEVANCE HANDLING MECHANISM (GHM): A DEVICE FOR BETTER

MANAGEMENT EDUCATION
Kumar, Chitralekha
Abstract:
The objective of this study is to discuss the reasons for grievances and to check the
availability of grievance handling mechanism in the management colleges. The study is based
on secondary and primary data from various sources. SPSS version 20 has been used for various
statistical tools for the analysis and interpretation of results. There is great need to have a
functional GHM in every management institution. This helps to ensure the increased efficiency
level of faculties. The research paper suggests the importance for effective grievance handling
mechanism to ensure the cultivation of a favourable learning environment.
6) UNDERSTANDING THE ROLE OF EMPLOYEE GRIEVANCE HANDLING

PROCEDURE, RELATED LABOUR LEGISLATIONS TO TACKLE IT AND
EMERGING AREA OF EMPLOYEE GRIEVANCE - A THEORETICAL APPROACH.
P. Ramlal and Saleh Ahmed Mozumder
Abstract:
This article highlights on roles played by employee grievance handling procedure in an

organization and identification of Indian labour legislations which provide guide lines, monitor
as well as facilitated grievance mechanism. Grievance means real or imagined cause for
25
complaint, especially unfair treatment. It is a feeling of resentment over something believed to
be wrong or unfair especially in the work place and in employment conditions as context to
grievance of employee. Employee’s grievance can be over the wage and salary, working hours,
condition of work premises, employment conditions etc. Earlier causes of grievance among
employees were common in nature but as competition is growing and firms are operating
globally it leads to war of talent in the labour market so grievance causes are also being different
in nature. Therefore, in this article effort has been made to identify emerging area of grievance
theoretically in knowledge economy. Formal grievance handling mechanism work as a forum
for communication of information. Many researchers had established strong relationship
between employee grievance and employee performance along with employee turnover
intentions, job satisfaction etc. If grievance is not mange properly it may impact on productivity
and efficiency of the organization directly or indirectly. Therefore, it needs to be solved or
prevent properly by the organization to survive and to do excel in the market.
7) EMPLOYEE–EMPLOYER GRIEVANCES: A REVIEW
Bernard Walker, Robert T. Hamilton
Abstract:
The focus of industrial conflict has shifted from collective confrontation to grievances
between employee and employer. This narrative review encompasses a range of international
research on individual employee–employer grievances. The literature is reviewed in four key
stages:
(1) the incidence of grievable events;
(2) the employee's response to a potential grievance issue;
(3) the effectiveness of grievance processing; and
(4) outcomes.
The incidence of grievable events cannot be estimated precisely, because most are either
not pursued by the employee or are settled informally (and so not recorded). Most research has
been done on the second stage, investigating when a grievance will be pursued. The theoretical
frame of exit, voice and loyalty, adapted from A.O. Hirschman (Exit, Voice, and Loyalty:
Responses to Decline in Firms, Organisations, and States. Cambridge, MA: Harvard University
Press, 1970) has been prominent, but a series of findings have challenged the validity of this
26
model and suggest a range of competing theories which may explain the apparent conundrum
of negative outcomes associated with formal grievance procedures. The role of power has
regained prominence, and this is part of a fuller understanding of grievance outcomes. The
focus has been on the employee perspective, and it is now timely to broaden the focus,
modelling a progression through a sequence of stages and emphasizing the role of employers
in designing and managing grievance processes which are effective and fair.
8) THE POLITICAL EFFECTS OF GRIEVANCE HANDLING BY STEWARDS IN A

LOCAL UNION
David Meyer
Journal of Labour Research
Abstract:
This study develops and tests three long-standing propositions about the relationship
between grievance-handling behaviour and political outcomes in a local union:
(1) more favourable grievance handling enhances the steward’s likelihood of re-
election;
(2) the more the political support obtained in an election, the greater the steward’s ability
to affect grievance outcomes favourably; and
(3) as the relationship between management and the union evolves, grievance handling
becomes more efficient and effective.
Data on grievances and election results of Ford-UAW Local 400 from the 1950s were
used to test hypotheses derived from these propositions; most received substantial, significant
support.
9) GRIEVANCE HANDLING PROCEDURE AND ITS EFFECT ON EMPLOYEE

PRODUCTIVITY
Dr. Nuzhath Khatoon
Abstract:
Every organization is sustainable in the market based on the employee productivity;

employee productivity can be visible, if they are satisfied. Employee satisfaction can be
possible by providing interesting work, job security, appreciation, growth, proper working
27
conditions and organizational support at need. If any one of the above is not satisfied leads to
grievance of the employee, which human resource manager must recognize at an early stage
and try to resolve it as quickly as possible so that it should not turn into obstacle for the
productivity. This paper highlights the importance of the grievance handling procedure and its
role in employee satisfaction, which again leads to enhance the productivity of the employee.
10) A STUDY ON GRIEVANCE HANDLING MEASURES A THEORETICAL

PERSPECTIVE
Dr. G. Balamurugan & V. Shenbagapandian
Abstract:
A grievance is any discontent or feeling of unfairness and in the workplace, it should

pertain to work. The objective of this paper is to determine the effective handling of the
grievances faced by an employee. The study identifies the most common factor for arising the
grievances are wages and salary, working environment, promotions, transfer, lack of
communication, inter- departmental relationship, etc. The study also looks for the root of
grievance faced by an employee, grievance handling techniques, and the management
procedures of resolving the grievances. Effective grievance handling is an essential part of
cultivating good employee relations and running the organization smoothly, successfully and
gaining the good productivity of work. The employer must identify the cause of grievance and
to find the possible way to redressal the grievance face by an employee in an organization.
11) A STUDY ON IMPACT OF EMPLOYEE GRIEVANCE HANDLING

COMMITTEE MEMBERS ON THE FACTORS OF EMPLOYEE GRIEVANCE
HANDLING MECHANISM - AN EMPIRICAL STUDY CONDUCTED IN
ELECTRICITY DISTRIBUTION SECTOR IN KARNATAKA
Prof. R. S. S. Rao Director and Principal, R. J. S. Institute of Management Studies, Bangalore
Abstract:
After implementation of reforms in power sector in Karnataka, Transmission sector is

bifurcated and separate entity is created. This sector employs various categories of employees
and working condition is hazardous. In the changed scenario, the impact of employee grievance
handling committee members on employee grievance handling procedure plays a major role in
resolving the grievances. Hence this an attempt to study impact of Employee grievance handling
28
committee members with factors of employee grievance handling mechanism” - An empirical
study conducted Electricity distribution sector in Karnataka.
12) GRIEVANCE HANDLING PROCEDURE OF SCANDEX KNITWEAR LTD.
Bhuiyan, Md. Rokeybul Abedin
BRAC University
Abstract:
Grievance handling procedure is a part of Labour Laws. Through grievance handling

conflict in the workplace is resolved. To motivate the employees, grievance handling is
compulsory. Without managing the conflict, motivation of employee is a hard task. To maintain
a healthy environment and congenial atmosphere in the organization as well as to avoid legal
obligation we should know how to handle grievance, motivate the employee and to manage
conflict. Grievance is any alleged violation of the contract, past practice, employer rules,
previous grievance or arbitration settlements, or any violation of any laws. An employer has a
legal obligation to provide (whether unionized or non- unionized), in the written statement of
terms and conditions of employment, details of the person to whom any employee who has a
grievance should apply.
13) STUDY ON GRIEVANCE
Punith kumar, N
Abstract:
In the present scenario of competitive organizations, excellence in employee service is

the most important tool for sustained business growth. Employee complaints are part of the
business life of any corporate entity as every business has to deal with situations in which things
go wrong from the employee’s point of view. As a growth-oriented organization, imparting
good employee grievance handling and enhancing level of employee satisfaction should be the
prime concern of any organization, if they are satisfied then only, they can satisfy the customers.
Providing prompt and efficient grievance handling is essential not only to attract new talented
employees, but also to retain existing ones.
29
14) STUDY OF EMPLOYEE GRIEVANCES AND GRIEVANCE HANDLING IN
SMALL SCALE CONSTRUCTION COMPANIES WITH INFORMAL GRIEVANCE
HANDLING PROCEDURES IN CENTRAL PROVINCE, SRI LANKA
Y.Y. Dharmapala, P.R.H.N.G. Thilakarathna, M.M.K. Bandara, Eng.H.T.D. Hittige
Abstract:
Grievances are common to any level of work force in any company/industry while they
are working together to achieve a common goal. Even though the poorly handled grievances
are leading to employee inefficiency, employee dissatisfaction, and finally to high turnover
ratio of the company, still some companies are not practicing formal grievance handling
procedures within their organizations. This study focuses on the grievance handling of small-
scale construction companies with no formally established grievance handling procedures in
central province of Sri Lanka. The study identifies the grievances among different job
categories of the selected companies and through the findings tries to identify whether these
companies are efficiently handling the grievances with current informal procedures or not.
Finally, the study determines whether there is a need of a formal grievance handling procedure
or not.
15) EFFECTIVENESS OF GRIEVANCE HANDLING PROCEDURES ON

EMPLOYEE JOB SATISFACTION - WITH REFERENCE TO AUTOMOBILE
SECTOR IN PALAGHAT, KERALA
Ms. Dhanya Krishnan Research Scholar, SPIHER, Chennai
Prof. Dr. UmaRaman Professor and Head of the Department, Management Studies, SPIHER,
Chennai.
Abstract:
A grievance is a precise complaint or distress that has been created by an employee

towards the other employees or the employers within the workplace. A grievance is a sort of
complaint or discomfort which will be faced by an employee who is working in the organization
that an employee faces in the organization. This paper deals with the grievance handling
procedure which is referred to automobile sector. An organization should concentrate on the
harmony of employee that will maximize the productivity and performance of the employee. In
order to maintain harmonious workspace relationship in an organization, they should maintain
30
an active grievance handling system. Also, it is essential that the grievance should be handled
at the earliest. By doing this kind of action around employees, they will feel that their
importance is being considered. This creates a positive impact on the employee’s morale which
is highly essential for increasing the organizational performance. Each of the employees need
their grievance to be addressed and resolved immediately. Grievances if not identified and
redressed on time may have adverse effects on the organization such as low-quality production,
increase in wastage of material, increase in cost of production per unit etc. It can also have
adverse effect on employees like, increasing absenteeism rate and turnover, lack of sincerity,
commitment and punctuality. Active grievance handling is an essential part of cultivating good
employee relations and running the organization smoothly, successfully and gaining the good
productivity of work.
16) EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISMS IN

BANGLADESH: AN EMPIRICAL STUDY ON UTTARA EPZ, BANGLADESH
Rabbir Rashedin Tirno, Mohammad Bin Amin & Abu Sayef Md Muntaquimul Bari Chowdhuri
Abstract:
Grievance represents the formal complaint on the disagreement of employees on one or

more organizational issues and its management due to employee welfare. In line with this, when
a company fails to meet these expectations, a grievance may arise among employees. This study
analysed different styles for grievance handling management with their effectiveness at the
factory level including an empirical evaluation. A total of 265 samples were investigated in this
research and data has been analysed to reveal the result through structural equation modelling
Smart-PLS secondgeneration software. Based on the result of the study all the determinants
proved to be effective but the collaboration style is the most effective style for grievance
handling management. The research is expected to contribute to the stakeholders of the EPZs
in Bangladesh to manage grievances of workers effectively to maintain a harmonious
relationship among employers and employees. Moreover, the research will assist further studies
in the field of industrial relations.
31
17) STUDY ON GRIEVANCE HANDLING: A COMPARISON BETWEEN PUBLIC
AND PRIVATE SECTOR MANUFACTURING ORGANIZATIONS
Dr. Neeraj Singh, Dr. Sumit Kishore Mathur
Abstract:
In today’s business world, there are short cuts to handling people without having
acquired the necessary skills on people management. It must be made known that grievance
handling is very much interrelated with the prevention of unnecessary labour issues. Proper
handling of grievances will lead to positive work environment as well as minimize problems
such as employee turnover, employee unrest, dissatisfaction among employees, trade disputes,
low productivity, low commitment, etc. This research paper aims to compare the effectiveness
of grievance handling procedure adopted by public sector and private sector manufacturing
organizations in Madhya Pradesh. This paper includes the satisfaction level of employees
towards the grievance handling procedure of the two said organizations. This paper also takes
into account the methods adopted by the employers for handling and resolving the grievances
in both the organizations.
18) PROBLEMS AND GRIEVANCE HANDLING SYSTEM IN DTH TV SERVICES
Ms. Kamalpreet Kaur, Dr. Amar Inder Singh
Abstract:
This study was done to study the contentment level of consumers regarding the
consumer grievance redressal system of DTH TV Services and to investigate the problems
faced by DTH TV users in Punjab. Convenience sampling was used to select the sample from
urban and rural area of Punjab. Three districts from urban area and three districts from rural
area were selected on the basis of the highest urban population and highest rural population
respectively. The study was based on the primary and secondary data. The primary data was
collected with the help of structured questionnaire. The collected data was analysed by using
Frequency analysis, Percentage analysis and Garrett Ranking Techniques. The study found that
in urban areas, most of the respondents were satisfied with the 24*7 accessibility of DTH
service provider at call centre but they were dissatisfied because of the redressal which was not
made within 24 hours. In rural areas also most of the respondents were satisfied with the 24*7
accessibility of DTH service provider at call centre but they were dissatisfied with toll free
number provided to make call without any charges. The most significant problem faced by the
32
DTH users was Signal problem. DTH companies should solve these problems and make the
customer experience good at grievance handling system.
19) IN THE BOOK OF, “STRATEGIC GRIEVANCE HANDLING” MARGOLIES, K.

(2004) STEWARD UPDATE, 15(1).C B MAMORIA
It states the alteration between dissatisfaction, grievance and complaint. Discontent

raises when an individual is not cheerful in his job and when the organization does not identify
the individual goals. This dissatisfaction leads to grievances when an individual discusses it
with an additional employee in the organization. When the dissatisfaction associated to the work
is brought to the announcement of the management, complaint becomes a grievance.
20) WYMAN (1971)
The researcher suggested that “executives must give a written solution regarding
grievance resolution outcome to distressed subordinate”. He also coded that unlike oral answers
to spoken grievances, the written answer must conform to established protocol which comes
down from the management. And procedure decrees that the written grievance must be shaved
of every other impinging feature however pervasive and controlling. A printed answer for
grievance management is essential as a record for instance case if the same issue arises in future.
The necessity for recorded grievance resolution result also needed if the grievance is mentioned
to the next step in grievance procedure (Industrial Harmony Code for Conduct, n.d).
21) KARAMBAYYA AND BRETT (1989)
In the research that “the employee discontent research that, the four roles have been
determined as manager’s actions in handling the grievances”. The first role was named cross-
examining role. Managers who took a cross-examining role retained both process and result
control for them. In this role managers forced own idea, made final decision and future own
idea. The second function was mediational role. Mediational role allows managers to ask their
employee questions concerning conflicts, requested suggestions from employees and tried to
add in their ideas into employees‟ proposals. The third role signified the role, called technical
organize. Managers taking this role designated the dispute-handling procedures to be followed
and strictly imposed those rules. The fourth task was the motivational role. In this role,
managers always depend on motivational control by using fears and incentives. If the issue of
dispute could not be hard at the meeting, managers will forecast probable outcomes and utilized
pressure to encourage a timely settlement
33
22) CHAYKOWSKI & SLOTSVE, (1992); TAN, (1994). IVANCEVICH (2001)
In the writings, mentioned that “supervisor should take grievance exceptionally, gather
all the facts which is related to grievance then do investigation and give answer. After the
grievance is commonly settled, the managers have to move on to the added matters”.
23) TJOSVOLD & MORISHIMA (1999)
The researchers recommended that “supervisors must have competence and willingness
to discuss the difficulty with the employee and union rep at initial stage” also supervisory
elegance affects grievance rate and their disposition.
24) SAMMUEL BACHARACH (2004)
The researcher examines a model of employee grievance activity that encompasses both
at work place and labour market determinants and attempts to reconcile in consistent findings
in the literature by taking in to account the possible moderating effects on labour power. It is
observed that, the direct effect of at least one labour market factor. Wage premiums are likely
to be contingent on labour power and labour market itself may have moderated the effect of
certain workplace factors on employee grievance filing in a manner consistent with efficiency
wage theory.
25) LEWIN AND PETERSON
Lewin and Peterson found a positive relationship with grievance procedure structure
and grievance rates. They also found higher grievance rates under procedures that include
provisions for expedited grievance handling. It was found that provisions allowing oral
presentation of grievances was related to lower rates of written grievances, and screening of
potential grievances was related to lower rates of written grievance, and screening of potential
grievances by a committee or other union officials was associated with lower grievance rates.
The number of steps in the grievance procedure and the length of time allowed for filing a
grievance were not related to grievance rates. Lewin and Peterson argued that evaluations of
grievance procedure effectiveness should include subjective evaluations by the participants as
well as objective measures reflecting the operation of the grievance procedure. They argued
that subjective evaluations are the preferred method for evaluating grievance procedure
effectiveness. Effectiveness was difficult to interpret from measures reflecting the operation of
grievance procedures such as grievance rates, settlement levels and arbitration rates since it was
not clear what the optimal magnitudes might be for these measures. Furthermore, the purpose
34
of grievance procedure is to resolve disputes about the interpretation and application of
collective agreements. Grievance procedures exist for the benefit of the employees, employers
and unions. If the parties were satisfied with the operation of the grievance procedure, it seems
to more important than attaining some predetermined optimal magnitude of grievance filing or
when, where, and how grievances are being resolved.
35
III.RESEARCH METHODOLOGY
3.1.RESEARCH METHOD – DESCRIPTIVE RESEARCH METHOD
Descriptive research refers to the methods that describe the characteristics of the
variables under study. This methodology focuses on answering questions relating to “what”
than the “why” of the research subject. The primary focus of descriptive research is to simply
describe the nature of the demographics understudy instead of focusing on the “why”.
Descriptive research is called an observational research method as none of the variables

in the study are influenced during the process of the research.
Descriptive research can be explained as a statement of affairs as they are at present

with the researcher having no control over variable. Moreover, “descriptive studies may be
characterised as simply the attempt to determine, describe or identify what is, while analytical
research attempts to establish why it is that way or how it came to be. Three main purposes of
descriptive studies can be explained as describing, explaining and validating research findings.
This type of research is popular with non-quantified topic.
Descriptive research is “aimed at casting light on current issues or problems through a

process of data collection that enables them to describe the situation more completely than was
possible without employing this method. To put it simply, descriptive studies are used to
describe various aspects of the phenomenon. In its popular format, descriptive research is used
to describe characteristics and/or behaviour of sample population. It is an effective method to
get information that can be used to develop hypotheses and propose associations.
CHARACTERISTICS OF DESCRIPTIVE RESEARCH
Among the many, the following are the main characteristics of descriptive research:
• Quantitative research
• Nature of variables
• Cross-sectional studies
• Directs future research
36
QUANTITATIVE RESEARCH:
Descriptive research is quantitative in nature as it attempts to collect information

and statistically analyse it. Descriptive research is a powerful research tool that permits a
researcher to collect data and describe the demographics of the same with the help of
statistical analysis. Thus, it is a quantitative research method.
NATURE OF VARIABLES:
The variables included in descriptive research are uncontrolled. They are not
manipulated in any way. Descriptive research mostly uses observational methods and thus
the researcher cannot control the nature and the behaviour of the variables under study.
CROSS-SECTIONAL STUDIES:
In descriptive research different sections of the same group are studied. For
instance, in order to study the fashion preferences of New York, the researcher can study
Gen Z as well as Millennials from the same population in New York.
DIRECTS FUTURE RESEARCH:
Since descriptive research points out the patterns between variables and describes
them, researchers can further study the data collected here. It guides researchers to further
find out why such patterns have been found and the association between them. Hence, it
gives researchers a direction towards insightful market research.
3.2.SAMPLING METHOD – PROBABILITY SAMPLING METHOD
The method of sampling that selects out a sample from a population is referred to as
probability sampling. This means that the sample is chosen at random or by chance. The process
of this type of sampling is more time-consuming and costly.
In probability sampling, as the sample is chosen randomly by chance, every member or

individual of every population has the probability of being a part of the sample. That means
every member has the chance of being selected in the sample.
Suppose any user or researcher wants to carry out the study over a group of individuals
that would represent the characteristics of the overall population. In that case, the probability
sampling method is considered the best choice.
37
3.3.SAMPLING TYPE - STRATIFIED SAMPLING
Unlike the earlier discussed methods, in this method, the population is at first divided
into sub-population. As the population gets divided, these small groups become important in
some way. The stratified sampling helps in getting more specific conclusions related to the
study. This is because the method ensures that every subgroup is appropriately represented in
the considered sample while sampling.
The process starts with the division of the population into definite sub-groups or strata.
These sub-groups can be formed based on characteristics such as age, job, salary, etc. Once it
has been divided, based on the population under study, any sampling method can be applied to
form a sample representing each sub-population.
3.3.DATA COLLECTION
➢ Primary data – Survey method
o Tools – Questioner in google form.
o Questioner type – Self Evaluation
➢ Secondary data – books, journals, articles and websites.
3.4.DATA INTERPRETATION TOOLS
❖ PERCENTAGE ANALYSIS
Percentage analysis is the method to represent raw streams of data as a percentage

for better understanding of collected data.
❖ CHI-SQUARE TEST
The chi-square test of independence also known as the chi-square test of association
which is used to determine the association between the categorical variables. It is considered
as a non-parametric test. It is mostly used to test statistical independence.
❖ T-TEST
A t-test measures the difference in group means divided by the pooled standard error
of the two group means. In this way, it calculates a number (the t-value) illustrating the
magnitude of the difference between the two group means being compared, and estimates
the likelihood that this difference exists purely by chance (p-value).
38
❖ ANOVA
Analysis of variance, or ANOVA, is a strong statistical technique that is used to

show difference between two or more means or components through significance tests. It
also shows us a way to make multiple comparisons of several population means.
39
IV.DATA ANALYSIS AND INTERPRETATION
4.1.PERCENTAGE ANALYSIS
EMPLOYEES GENDER
TABLE 4.1
GENDER NO. OF RESPNDENTS TOTAL PERCENTAGE

MALE 86 86%
FEMALE 14 14%
TOTAL 100 100%
INTREPRETATION
The above table shows that, 86 respondents are male and 14 respondents are female.
CHART 4.1
Gender
100%
90% 86%
80%
70%
Response level
60%
50%
40%
30%
20% 14%
10%
0%
MALE FEMALE
Response
40
EMPLOYEES EXPERIENCE
TABLE 4.2
NO. OF YEARS NO. OF RESPNDENTS TOTAL PERCENTAGE
0 – 5 years 12 12%
6 - 10 years 25 25%
11 - 15 years 20 20%
16 - 20 years 10 10%
21 - 25 years 16 16%
26 - 30 years 11 11%
Above 30 years 6 6%
TOTAL 100 100%
INTREPRETATION
The above table shows that 12% of employees are having 0 – 5 years’ experience, 25% of
employees having 6-10 years of experience, 20% of employees having 11 – 15 years’
experience, 10% of employees having 16 - 20 years’ experience, 16% of employees having 21
- 25 years’ experience, 11% of employees having 26 - 30 years’ experience and 6% of
employees having Above 30 years.
CHART 4.2
Employee Experience
30%
25%
25%
20%
20%
Response level
16%
15%
12%
11%
10%
10%
5%
0%
0 – 5 years 6 - 10 years 11 - 15 years 16 - 20 years. 21 - 25 years 26 - 30 years
Response
41
EMPLOYEE AGE
TABLE 4.3
AGE NO. OF RESPONSE TOTAL PERCENTAGE
18-27 13 13%
28-37 34 34%
38-47 39 39%
48 and above 14 14%
TOTAL 100 100%
INTREPRETATION
From the above table shows that 13% of employees were at the age of 18-27, 34% of employees
were at the age of 28-37, 39% of employees were at the age of 38-47 and 14% of employees
were at the age of 48 and above.
CHART 4.3
Employee Age
45%
39%
40%
34%
35%
30%
Response level
25%
20%
14%
15% 13%
10%
5%
0%
18-27 28-37 38-47 48 and above
Response
42
EMPLOYEE DEPARTMENT
TABLE 4.4
DEPARTMENT NO. OF RESPNDENTS TOTAL PERCENTAGE

C&IT 7 7%
CEM 3 3%
CMM 5 5%
CRM 18 18%
HRM 17 17%
HRD 5 5%
MEDICAL 10 10%
SMS 18 18%
TA 6 6%
WS 2 2%
F&A 6 6%
MM 3 3%
TOTAL 100 100%
INTREPRETATION
From the above table shows that 7% of respondents are belongs to C&IT Department, 3% of
respondents are belongs to CEM Department, 5% of respondents are belongs to CMM
Department, 18% of respondents are belongs to CRM Department, 17% of respondents are
belongs to HRM Department, 5% of respondents are belongs to HRD Department, 10% of
respondents are belongs to Medical Department, 18% of respondents are belongs to SMS
Department, 6% of respondents are belongs to TA Department, 2% of respondents are belongs
to WS Department, 6% of respondents are belongs to F&A Department and 3% of respondents
are belongs to MM Department.
CHART 4.4
Employee Department
20%
18% 18%
18% 17%
16%
14%
Response level
12%
10%
10%
8% 7%
6% 6%
6% 5% 5%
4% 3% 3%
2%
2%
0%
C&IT CEM CMM CRM HRM HRD MEDICAL SMS TA WS F&A MM
Response
43
THE ORGANISATION’S WORKING ENVIRONMENT MAKES ME FEEL “WELL”
TO DO MY JOB
TABLE 4.5
Response Total Response Total Percentage

a)Strongly Agree 54 54%
b)Agree 46 46%
c)Neutral 0 0%
d)Disagree 0 0%
e)Strongly Disagree 0 0%
Total 100 100%
INTREPRETATION
From the above table depicts that 54% of employees were strongly agreed and 46% of
employees were agreed that “the organisation’s working environment makes them feel “well”
to do their job.
CHART 4.5
The organisation’s working environment makes

me feel “well” to do my job
60% 54%
50% 46%
Response level
40%
30%
20%
10%
0% 0% 0%
0%
a)Strongly b)Agree c)Neutral d)Disagree e)Strongly
Agree Disagree
Response
44
I AWARE ABOUT THE “GRIEVANCE HANDLING MECHANISM" IN MY
ORGANISATION
TABLE 4.6

b)Agree 72 72%
c)Neutral 19 19%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
From the above table depicts that 9% of employees were strongly agreed and 72% of employees
were agreed and 19% of employees were neutral with their awareness about the “grievance
handling mechanism" in their organisation.
CHART 4.6
I aware about the “grievance handling

mechanism" in my organisation
80% 72%
70%
60%
Response level
50%
40%
30%
19%
20%
9%
10%
0% 0%
0%
a)Strongly b)Agree c)Neutral d)Disagree e)Strongly
Agree Disagree
Response
45
I AWARE ABOUT THE VARIOUS COMMITTEES THAT REDRESS THE
TABLE 4.7
b)Agree 72 72%
c)Neutral 19 19%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 19% of employees were neutral with the awareness about the various
committees that redress the grievance in their organisation.
CHART 4.7
I aware about the various committees that redress

the grievance in my organisation.
80%
72%
70%
60%
Response level
50%
40%
30%
19%
20%
9%
10%
0% 0%
0%
a)Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly
Disagree
Response
46
I AWARE ABOUT THE VARIOUS COMMITTEE COMPOSITION, WHO ARE ALL
HANDLING GRIEVANCE IN MY ORGANISATION
TABLE 4.8
b)Agree 70 70%
c)Neutral 21 21%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 19% of employees were neutral with the awareness about the various
committee composition, who are all handling grievance in their organisation.
CHART 4.8
I aware about the various committee composition,

who are all handling grievance in my organisation
80%
70%
70%
60%
Response level
50%
40%
30%
21%
20%
9%
10%
0% 0%
0%
Disagree
Response
47
I FEEL OPEN TO SHARE MY GRIEVANCES TO THE SUPERIOR
TABLE 4.9
b)Agree 75 75%
c)Neutral 6 6%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
From the above table depicts that 19% of employees were strongly agreed and 75% of
employees were agreed and 6% of employees were neutral with feeling open with sharing their
grievance to their superior.
CHART 4.9
I feel open to share my grievances to the Superior

80% 75%
70%
60%
Response level
50%
40%
30%
19%
20%
10% 6%
0% 0%
0%
Disagree
Response
48
MY SUPERIORS WILL LISTEN WHEN MY GRIEVANCE IS PRESENTED TO
THEM
TABLE 4.10
b)Agree 80 80%
c)Neutral 4 4%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
From the above table depict that 16% of employees were strongly agreed and 80% of employees
were agreed and 4% of employees were neutral with that their superior will listen when their
grievance is presented to them.
CHART 4.10
My superiors will listen when my grievance is

presented to them
90%
80%
80%
70%
Response level
60%
50%
40%
30%
20% 16%
10% 4%
0% 0%
0%
Disagree
Response
49
IN MY COMPANY THERE WILL BE A FRIENDLY APPROACH DURING
GRIEVANCE HANDLING
TABLE 4.11
b)Agree 80 80%
c)Neutral 6 6%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 6% of employees were neutral with that there will be a friendly approach
during grievance handling.
CHART 4.11
In my company there will be a friendly approach

during grievance handling
90%
80%
80%
70%
60%
Response level
50%
40%
30%
20% 14%
10% 6%
0% 0%
0%
Disagree
Response
50
THE REAL BASE OF THE PROBLEM FOR A GRIEVANCE IS IDENTIFIED BY
THE SUPERIOR SOON WHEN THE GRIEVANCE WAS APPROACHED
TABLE 4.12
b)Agree 72 72%
c)Neutral 22 22%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 22% of employees were neutral with that the real base of the problem for a
grievance is identified by the Superior soon when the grievance was approached.
CHART 4.12
The real base of the problem for a grievance is

identified by the Superior soon when the grievance
was approached
80%
72%
70%
60%
Response level
50%
40%
30%
22%
20%
10% 6%
0% 0%
0%
Disagree
Response
51
THE MECHANISM FOLLOWED FOR GRIEVANCE HANDLING IN MY
ORGANISATION WAS EASY TO UTILISE AND ADDRESS THE EMPLOYEE
GRIEVANCES
TABLE 4.13

b)Agree 75 75%
c)Neutral 19 19%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 19% of employees were neutral with that the mechanism followed for
grievance handling in their organisation was easy to utilise and address the employee
grievances.
CHART 4.13
The mechanism followed for grievance handling in

my organisation was easy to utilise and address the
employee grievances
80% 75%
70%
60%
Response level
50%
40%
30%
19%
20%
10% 6%
0% 0%
0%
Disagree
Response
52
THE GRIEVANCE HANDLING MECHANISM FOLLOWED IN MY
ORGANISATION WILL RESOLVES MY GRIEVANCE AS SOON
TABLE 4.14
b)Agree 76 76%
c)Neutral 18 18%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 18% of employees were neutral with the grievance handling mechanism
followed in their Organisation will resolves their grievance as soon it is presented.
CHART 4.14
The grievance handling mechanism followed in my

Organisation will resolves my grievance as soon
80% 76%
70%
60%
Response level
50%
40%
30%
18%
20%
10% 6%
0% 0%
0%
Disagree
Response
53
THERE IS A PROPER RECORD MAINTAIN FOR EACH GRIEVANCE
TABLE 4.15

b)Agree 75 75%
c)Neutral 8 8%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 8% of employees were neutral with that there will be a proper record maintain
for each grievance.
CHART 4.15
There is a proper record maintain for each

grievance
80% 75%
70%
60%
Response level
50%
40%
30%
20% 17%
8%
10%
0% 0%
0%
Disagree
Response
54
THE SUPERVISOR POSSESSES NECESSARY HUMAN RELATION SKILLS IN
TERMS OF UNDERSTANDING THE PROBLEM
TABLE 4.16
b)Agree 82 82%
c)Neutral 11 11%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 11% of employees were neutral with that their supervisor possesses necessary
human relation skills in terms of understanding the problem.
CHART 4.16
The supervisor possesses necessary human relation
skills in terms of understanding the problem
90%
82%
80%
70%
60%
Response level
50%
40%
30%
20%
11%
10% 7%
0% 0%
0%
Disagree
Response
55
THE VARIOUS COMMITTEE MEMBERS ACTIVELY ENGAGE IN RESOLVING
THE PROBLEM
TABLE 4.17
b)Agree 79 79%
c)Neutral 15 15%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 15% of employees were neutral with that the various committee members
actively engage in resolving the problem.
CHART 4.17
The various committee members actively engage
in resolving the problem
90%
79%
80%
70%
Response level
60%
50%
40%
30%
20% 15%
10% 6%
0% 0%
0%
Disagree
Response
56
THE MATTERS RELEVANT TO THE GRIEVANCE KEPT CONFIDENTIAL
TABLE 4.18
b)Agree 84 84%
c)Neutral 10 10%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 10% of employees were neutral with that The matters relevant to the grievance
kept were confidential.
CHART 4.18
The matters relevant to the grievance kept

confidential
90% 84%
80%
70%
Response level
60%
50%
40%
30%
20%
10%
10% 6%
0% 0%
0%
Disagree
Response
57
THERE WILL BE A REGULAR FOLLOW UP TO ENSURE THAT THE RIGHT
DECISION IS MADE SO THAT IT DOES NOT RAISE ANY ADVERSE EFFECTS
TABLE 4.19
b)Agree 78 78%
c)Neutral 16 16%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 16% of employees were neutral with that there will be a regular follow up to
ensure that the right decision is made so that it does not raise any adverse effects within the
organisation.
CHART 4.19
There will be a regular follow up to ensure that

the right decision is made so that it does not raise
any adverse effects within the organisation
90%
78%
80%
70%
Response level
60%
50%
40%
30%
20% 16%
10% 6%
0% 0%
0%
Disagree
Response
58
THERE IS A TEMPORARY RELIEF PROVIDED UNTIL PROPER DECISION IS
MADE SO THAT IT DOES NOT RAISE ANY ADVERSE EFFECTS WITHIN THE
ORGANISATION
TABLE 4.20
b)Agree 78 78%
c)Neutral 16 16%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 16% of employees were neutral with that there will be a temporary relief
provided until proper decision is made so that it does not raise any adverse effects within the
organisation.
CHART 4.20
There is a temporary relief provided until proper

decision is made so that it does not raise any
adverse effects within the organisation
90%
78%
80%
70%
Response level
60%
50%
40%
30%
20% 16%
10% 6%
0% 0%
0%
Disagree
Response
59
THE GRIEVANCE HANDLING COMMITTEE IN MY ORGANISATION WILL NOT
ACT BIAS IN ANY SITUATION
TABLE 4.21
b)Agree 86 86%
c)Neutral 8 8%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 8% of employees were neutral with that the grievance handling committee in
my organisation will not act bias in any situation.
CHART 4.21
The grievance handling committee in my

organisation will not act bias in any situation
100%
90% 86%
80%
70%
Response level
60%
50%
40%
30%
20%
6% 8%
10%
0% 0%
0%
Disagree
Response
60
“THE LACK OF COOPERATION AND COORDINATION” BETWEEN THE
EMPLOYERS AND EMPLOYEES AFFECTS THE GRIEVANCE HANDLING
TABLE 4.22
b)Agree 69 69%
c)Neutral 25 25%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 25% of employees were neutral with that “The lack of cooperation and
coordination” between the employers and employees affects the grievance handling mechanism
of my organisation.
CHART 4.22
“The lack of cooperation and coordination”

between the employers and employees affects the
grievance handling mechanism of my organisation
80%
69%
70%
60%
Response level
50%
40%
30% 25%
20%
10% 6%
0% 0%
0%
Disagree
Response
61
THE DECISION GIVEN BY THE COMMITTEE OR SUPERIOR WILL BE
ASSOCIATED TO MY APPROACHED GRIEVANCE
TABLE 4.23
b)Agree 85 85%
c)Neutral 9 9%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 9% of employees were neutral with that the decision given by the committee
or superior will be associated to their approached grievance.
CHART 4.23
The decision given by the committee or superior will be

associated to my approached grievance
90% 85%
80%
70%
60%
Response level
50%
40%
30%
20%
9%
10% 6%
0% 0%
0%
a)Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree
Response
62
I WAS FULLY SATISFIED WITH GRIEVANCE HANDLING AND SOLVING
MECHANISMS IN MY ORGANISATION
TABLE 4.24
b)Agree 65 65%
c)Neutral 9 9%
d)Disagree 0 0%
Total 100 100%
INTREPRETATION
were agreed and 9% of employees were neutral with that they were fully satisfied with
Grievance handling and solving mechanisms in my organisation.
CHART 4.24
I was fully satisfied with Grievance handling and

solving mechanisms in my organisation
70% 65%
60%
50%
Response level
40%
30% 26%
20%
9%
10%
0% 0%
0%
Disagree
Response
63
4.2.CHI-SQUARE TEST
THE ORGANISATION’S WORKING ENVIRONMENT MAKES ME FEEL “WELL”
TO DO MY JOB
Null Hypothesis (H0): There is no significant association between the experience of the
respondents and the organisation’s working environment makes them feel “well” to do their
job.
Alternate Hypothesis (H1): There is a significant association between the experience of the
respondents and the organisation’s working environment makes them feel “well” to do their
job.
Level of Significance: 0.05
OUTPUT:
TABLE 4.2.1
OBSERVED FREQUENCY
Sum of The organisation’s Column Labels
working environment makes
me feel “well” to do my job
Row Labels 1 2 Grand Total
a) 0 - 5 years 7 10 17
b) 6 - 10 years 11 28 39
c) 11 - 15 years 9 22 31
d) 16 - 20 years. 7 6 13
e) 21 - 25 years 11 10 21
f) 26 - 30 years 6 10 16
g) Above 30 years 3 6 9
Grand Total 54 92 146
EXPECTED FREQUENCY
Row Labels 1 2 Grand Total
a) 0 - 5 years 6.287671 10.712329 17
b) 6 - 10 years 14.42466 24.575342 39
c) 11 - 15 years 11.46575 19.534247 31
d) 16 - 20 years. 4.808219 8.1917808 13
e) 21 - 25 years 7.767123 13.232877 21
f) 26 - 30 years 5.917808 10.082192 16
g) Above 30 years 3.328767 5.6712329 9
Grand Total 54 92 146
Chi-square 0.999925
Interpretation:
The Significance value of the Chi Square is 0.99925 which is greater than 0.05. Therefore, Null
Hypothesis is accepted and Alternative Hypothesis is rejected.
There is no significant association between the experience of the respondents and the
organisation’s working environment makes them feel “well” to do their job.
64
I AWARE ABOUT THE VARIOUS COMMITTEES THAT REDRESS THE
respondents and their awareness about the various committees that redress the grievance in their
organisation.
respondents and their awareness about the various committees that redress the grievance in their
organisation.
OUTPUT:
TABLE 4.2.2
OBSERVED FREQUENCY
Sum of I aware about the Column Labels
various committees that
redress the grievance in
my organisation.
Row Labels 1 2 3 Grand Total
a) 0 - 5 years 1 8 21 30
b) 6 - 10 years 1 38 15 54
c) 11 - 15 years 1 36 3 40
d) 16 - 20 years. 1 14 6 21
e) 21 - 25 years 2 22 9 33
f) 26 - 30 years 20 3 23
Grand Total 9 144 57 210
EXPEXTED FREQUENCY
a) 0 - 5 years 1.285714 20.571429 8.1428571 30
b) 6 - 10 years 2.314286 37.028571 14.657143 54
c) 11 - 15 years 1.714286 27.428571 10.857143 40
d) 16 - 20 years. 0.9 14.4 5.7 21
e) 21 - 25 years 1.414286 22.628571 8.9571429 33
f) 26 - 30 years 0.985714 15.771429 6.2428571 23
g) Above 30 years 0.385714 6.1714286 2.4428571 9
Chi-square 0.003009839
Interpretation:
The Significance value of the Chi Square is 0.003009839 which is lesser than 0.05. Therefore,
Null Hypothesis is rejected and Alternative Hypothesis is accepted.
There is a significant association between the experience of the respondents and their awareness
about the various committees that redress the grievance in their organisation.
65
I FEEL OPEN TO SHARE MY GRIEVANCES TO THE SUPERIOR
respondents and they are open to share their grievances to the superior.
respondents and they are open to share their grievances to the superior.
OUTPUT:
TABLE 4.2.3
OBSERVED FREQUENCY
Sum of I feel open to Column Labels
share my
grievances to the
Superior.
a) 0 - 5 years 3 16 3 22
b) 6 - 10 years 4 38 6 48
c) 11 - 15 years 3 34 37
d) 16 - 20 years. 2 12 6 20
e) 21 - 25 years 4 22 3 29
f) 26 - 30 years 22 22
EXPEXTED FREQUENCY
a) 0 - 5 years 2.235294 17.647059 2.1176471 22
b) 6 - 10 years 4.877005 38.502674 4.6203209 48
c) 11 - 15 years 3.759358 29.679144 3.5614973 37
d) 16 - 20 years. 2.032086 16.042781 1.9251337 20
e) 21 - 25 years 2.946524 23.262032 2.7914439 29
f) 26 - 30 years 2.235294 17.647059 2.1176471 22
g) Above 30 years 0.914439 7.2192513 0.8663102 9
Chi-square 0.97508298
Interpretation:
The Significance value of the Chi Square is 0.97508298 which is greater than 0.05. Therefore,
Null Hypothesis is accepted and Alternative Hypothesis is rejected.
There is a significant association between the experience of the respondents and they are open
to share their grievances to the superior.
66
4.3.T-TEST
THE SUPERVISOR POSSESSES NECESSARY HUMAN RELATION SKILLS IN
TERMS OF UNDERSTANDING THE PROBLEM
Null Hypothesis (H0): There is no significant association between the gender of the
respondents and the supervisor possesses necessary human relation skills in terms of
understanding the problem.
Alternate Hypothesis (H1): There is a significant association between the gender of the
respondents and the supervisor possesses necessary human relation skills in terms of
understanding the problem.
OUTPUT:
TABLE 4.3.1
T Test: Two-Sample Assuming Unequal Variances
Gender The supervisor possesses

necessary human relation
skills in terms of
understanding the
problem.
Mean 1.14 2.04
Variance 0.121616162 0.18020202
Observations 100 100
Hypothesized Mean
Difference 0.05
df 190
t Stat -17.29222612
0.036460330240
P(T<=t) one-tail 3292
t Critical one-tail 1.652912888
0.072920660480
P(T<=t) two-tail 6585
t Critical two-tail 1.972528138
Interpretation:
The Significance value of t-test is 0.0729206604806585 which is greater than 0.05. Therefore,
and Null Hypothesis is accepted and Alternative Hypothesis is rejected.
There is no significant association between the gender of the respondents and the supervisor
possesses necessary human relation skills in terms of understanding the problem.
67
THE VARIOUS COMMITTEE MEMBERS ACTIVELY ENGAGE IN RESOLVING
THE PROBLEM
respondents and the various committee members actively engage in resolving the problem .
respondents and the various committee members actively engage in resolving the problem .
OUTPUT:
TABLE 4.3.2
Gender The various committee

members actively engage
in resolving the problem.
Mean 1.14 2.09
Variance 0.121616162 0.203939394
Hypothesized
Mean
Difference 0.05
df 186
t Stat -17.52618714
P(T<=t) one-
tail 0.015248720594266
t Critical one-
tail 1.653087078
P(T<=t) two-
tail 0.030497441188532
t Critical two-
tail 1.972800071
Interpretation:
The t-test is 0.030497441188532 which is lesser than 0.05. Therefore, Null Hypothesis is
rejected and Alternative Hypothesis is accepted
There is a significant association between the gender of the respondents and the various
committee members actively engage in resolving the problem .
68
THE MATTERS RELEVANT TO THE GRIEVANCE KEPT CONFIDENTIAL
respondents and the matters relevant to the grievance kept confidential .
respondents and the matters relevant to the grievance kept confidential.
OUTPUT:
TABLE 4.3.3
Gender The matters relevant to the

grievance kept
confidential.
Mean 1.14 1.98
Variance 0.121616162 0.161212121
Hypothesized
Mean
Difference 0.05
df 194
t Stat -16.73511065
P(T<=t) one-
tail 0.0850756213800351
t Critical one-
tail 1.652745917
P(T<=t) two-
tail 0.017015124276007
t Critical two-
tail 1.972267488
Interpretation:
The Significance value of t-test is 0.017015124276007 which is less than 0.05. Therefore, Null
Hypothesis is rejected and Alternative Hypothesis is accepted.
There is a significant association between the gender of the respondents and the matters relevant
to the grievance kept confidential.
69
4.4.ANOVA
THERE IS A TEMPORARY RELIEF PROVIDED UNTIL PROPER DECISION IS
MADE SO THAT IT DOES NOT RAISE ANY ADVERSE EFFECTS WITHIN THE
ORGANISATION
Null Hypothesis (H0): There is no significant association between the age of the respondents
and there is a temporary relief provided until proper decision is made so that it does not raise
any adverse effects within the organisation.
Alternate Hypothesis (H1): There is a significant association between the age of the
respondents and there is a temporary relief provided until proper decision is made so that it does
not raise any adverse effects within the organisation.
OUTPUT:
TABLE 4.4.1
ANOVA: SINGLE FACTOR
SUMMARY
Groups Count Sum Average Variance
a) 18-27 13 29 2.230769231 0.192307692
b) 28-37 34 66 1.941176471 0.057040998
c) 38-47 39 86 2.205128205 0.219973009
d) 48 and
14 29 2.071428571 0.532967033
above
ANOVA
Source of
SS df MS F P-value F crit
Variation
Between
1.522408964 3 0.507469655 2.501186453 0.0640001568654649 2.699392637
Groups
Within
19.47759104 96 0.202891573
Groups
Total 21 99
Interpretation:
The Significance value is 0.0640001568654649 which is greater than 0.05. Therefore, Null
There is no significant association between the age of the respondents and there is a temporary
relief provided until proper decision is made so that it does not raise any adverse effects within
the organisation.
70
THE GRIEVANCE HANDLING COMMITTEE IN MY ORGANISATION WILL NOT
ACT BIAS IN ANY SITUATION
Null Hypothesis (H0): There is no significant association between the age of the respondents
and the grievance handling committee in their organisation will not act bias in any situation.
Alternate Hypothesis (H1): There is a significant association between the age of the
respondents and the grievance handling committee in their organisation will not act bias in any
situation.
OUTPUT:
TABLE 4.4.2
ANOVA: SINGLE FACTOR
SUMMARY
Groups Count Sum Average Variance
a) 18-27 13 26 2 0
b) 28-37 34 66 1.941176471 0.057040998
c) 38-47 39 83 2.128205128 0.16734143
d) 48 and
14 27 1.928571429 0.379120879
above
ANOVA
Source of
SS df MS F P-value F crit
Variation
Between
0.790101271 3 0.26336709 1.919774875 0.13151866744522 2.699392637
Groups
Within
13.16989873 96 0.137186445
Groups
Total 13.96 99
Interpretation:
The Significance value is 0.13151866744522 which is greater than 0.05. Therefore, Null
There is no significant association between the age of the respondents and the grievance
handling committee in their organisation will not act bias in any situation.
71
V.FINDINGS,SUGGESSION AND CONCLUSION
5.1.FINDINGS
❖ 54% of employees were strongly agreed and 46% of employees were agreed that “the
organisation’s working environment makes them feel “well” to do their job.
❖ 9% of employees were strongly agreed and 72% of employees were agreed and 19% of
employees were neutral with their awareness about the “grievance handling
mechanism" in their organisation.
employees were neutral with the awareness about the various committees that redress
the grievance in their organisation.
employees were neutral with the awareness about the various committee composition,
who are all handling grievance in their organisation.
employees were neutral with feeling open with sharing their grievance to their superior.
employees were neutral with that their superior will listen when their grievance is
presented to them.
employees were neutral with that there will be a friendly approach during grievance
handling.
employees were neutral with that the real base of the problem for a grievance is
identified by the Superior soon when the grievance was approached.
employees were neutral with that the mechanism followed for grievance handling in
their organisation was easy to utilise and address the employee grievances.
employees were neutral with the grievance handling mechanism followed in their
Organisation will resolves their grievance as soon it is presented.
employees were neutral with that there will be a proper record maintain for each
grievance.
employees were neutral with that their supervisor possesses necessary human relation
skills in terms of understanding the problem.
employees were neutral with that the various committee members actively engage in
resolving the problem.
employees were neutral with that The matters relevant to the grievance kept were
confidential.
employees were neutral with that there will be a regular follow up to ensure that the
right decision is made so that it does not raise any adverse effects within the organisation
employees were neutral with that there will be a temporary relief provided until proper
decision is made so that it does not raise any adverse effects within the organisation.
72
employees were neutral with that the grievance handling committee in my organisation
will not act bias in any situation.
employees were neutral with that “The lack of cooperation and coordination” between
the employers and employees affects the grievance handling mechanism of my
organisation.
employees were neutral with that the decision given by the committee or superior will
be associated to their approached grievance.
employees were neutral with that they were fully satisfied with Grievance handling and
solving mechanisms in my organisation.
73
5.2.SUGGESSTION
The Plants Grievance handling system was good and effective, but here are some suggestions
to make the system more effective:
➢ Most of the employees were aware about Grievance but the company has to make them
aware about the proper grievance mechanism and how it has been performed, because
some of the employees didn’t know about how the grievance has been redressed.
➢ The company try to avoid being so-formal grievance handling system at some situation
for employee’s convenience.
➢ The company has to create a works committee for grievance handling for each
department, which will make the grievance redressal easier.
➢ The company has to adopt some grievance receiving and grievance resolving methods
form other private sectors like propre online web-portal for grievance receiving and
should mention a proper time limit fixed for resolve those Grievance.
74
5.3.CONCLUSION
In a company ‘Employees’ are their valuable assets. If there any problem or injustice
happens to an employee it also has a chance to affect the firm. While handling a Grievance we
have to understand that we are dealing with humans. To motivate the employees, grievance
handling is compulsory. Without managing the conflict, motivation of employee is a hard task.
To maintain a healthy environment and congenial atmosphere in the organization as well as to
avoid legal obligation we should know how to handle grievance, motivate the employee and to
manage conflict. This creates a positive impact on the employee’s morale which is highly
essential for increasing the organizational performance. Effective grievance handling is an
essential part of cultivating good employee relations and running the organization smoothly,
successfully and gaining the good productivity of work. And redressal of an employee’s
grievance is a primary duty of the employer.
75
BIBLIOGRAPHY
REFERENCE BOOKS AND JOURNALS
❖ “Strategic grievance handling” Margolies, K. (2004) steward update, 15(1).C

B.Mamoria
❖ Aswathappa K, Human Resource and Personnel management, Tata McGraw- Hill
❖ O.R Krishnaswami and M.Ranganatham, Methodology of Research in Social Science,
Himalaya Publishing House
❖ Uma Sekaran, Research Methods for Business, Wiley India, New Delhi
❖ V S P Rao, Human Resource Management, Second Edition, Excel Books
REFERENCE PAPER
• Measuring workers’ satisfaction with grievance-handling procedure: study of a power

distribution major in India - Geetika, Piyali Ghosh, Alka Rai, Jagdamba Prasad
Joshi, Priya Singh
• Understanding the role of employee grievance handling procedure, related labour
legislations to tackle it and emerging area of employee grievance - a theoretical
approach. - P. Ramlal and Saleh Ahmed Mozumder
• Grievances: a review of research and practice - Michael E. Gordon, Sandra J. Miller
• A Study on effectiveness of grievance handling mechanism in improving quality of
education (At selected management institutes of NCR) - Dr. Sharma Rachna
• A Study on grievance handling - K. Naga Sumalatha (Associate Professor),
Dr.M.M.Sucharitha (Associate Professor) & HOD (Department of MBA)
Dr.K.V.Subba Reddy Institute of Technology ,Kurnool
• A Study on effectiveness of grievance handling mechanism in improving quality of
education (at selected management institutes of NCR) - Dr. Sharma Rachna
• Grievance handling mechanism (GHM): a device for better management education -
Kumar, Chitralekha
• Understanding the role of employee grievance handling procedure, related labour
legislations to tackle it and emerging area of employee grievance - a theoretical
approach. - P. Ramlal and Saleh Ahmed Mozumder
• Employee–employer grievances: a review - Bernard Walker, Robert T. Hamilton
• The political effects of grievance handling by stewards in a local union - David
Meyer ,journal of labour research
• Grievance handling procedure and its effect on employee productivity - Dr. Nuzhath
Khatoon
• A Study on grievance handling measures a theoretical perspective - Dr. G.
Balamurugan & V. Shenbagapandian
• A study on impact of employee grievance handling committee members on the factors
of employee grievance handling mechanism - an empirical study conducted in
electricity distribution sector in Karnataka - Prof. R. S. S. Rao Director and Principal. J.
S. Institute of Management studies, Bangalore
• Grievance handling procedure of Scandex Knitwear ltd. Bhuiyan, MD. Rokeybul
Abedin
• Study of employee grievances and grievance handling in small scale construction
companies with informal grievance handling procedures in central province, Sri Lanka
- Y.Y. Dharmapala, P.R.H.N.G. Thilakarathna, M.M.K. Bandara, Eng.H.T.D. Hittige
• Effectiveness of grievance handling procedures on employee job satisfaction - with
reference to automobile sector in Palaghat, Kerala - MS. Dhanya Krishnan research
scholar, Spiher, Chennai
• Study on grievance handling: a comparison between public and private sector
manufacturing organizations - Dr. Neeraj Singh, Dr. Sumit Kishore Mathur
• Problems and grievance handling system in DTH TV services - MS. Kamalpreet Kaur,
Dr. Amarinder Singh
• Effectiveness of grievance handling mechanisms in Bangladesh: an empirical study on
Uttara epz, Bangladesh - Rabbir Rashedin Tirno, Mohammad Bin Amin & Abu Sayef
MD Muntaquimul Bari Chowdhuri
WEBSITES
➢ www.google.com
➢ www.sail.co.in
➢ www.googlescholer.com
ANNEXURE
A STUDY ON EFFECTIVENESS OF HANDLING EMPLOYEE GRIEVANCE AT

THEIR WORK PLACE IN SALEM STEEL PLANT
I am SRIMYNTHAN S, pursuing my MBA final year in Anna University Regional

Campus Coimbatore. As a part of my curriculum, I need to do my final year project. I kindly
request you to fill this questioner so that these data would be useful for me to carry out my
project work and I assure you that these data will be used only for my academic purpose.
Name:
Mail ID:
a) Male
Gender:
b) Female
a) 18-27
b) 28-37
Age:
c) 38-47
d) 48 and above
a) Married
Marital Status:
b) Unmarried
a) 10th
b) 12th
Educational c) Diploma
Qualification: d) ITI
e) UG
f) PG
Department: Designation: Grade:
a) 0 – 5 years
b) 6 - 10 years
c) 11 - 15 years
Years of Experience in SAIL
d) 16 - 20 years.
(SSP):
e) 21 - 25 years
f) 26 - 30 years
g) Above 30 years
1) The organisation’s working environment makes me feel “well” to do my job.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
2) I aware about the “grievance handling mechanism" in my organisation.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
3) I aware about the various committees that redress the grievance in my organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
4) I aware about the various committee composition, who are all handling grievance in my
organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
5) I feel open to share my grievances to the Superior.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
6) My superiors will listen when my grievance is presented to them.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
7) In my company there will be a friendly approach during grievance handling.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
8) The real base of the problem for a grievance is identified by the Superior soon when the
grievance was approached.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
9) The mechanism followed for grievance handling in my organisation was easy to utilise and
address the employee grievances.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
10) The grievance handling mechanism followed in my Organisation will resolves my

grievance as soon.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
11) There is a proper record maintain for each grievance.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
12) The supervisor possesses necessary human relation skills in terms of understanding the
problem.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
13) The various committee members actively engage in resolving the problem.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
14) The matters relevant to the grievance kept confidential.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
15) There will be a regular follow up to ensure that the right decision is made so that it does not
raise any adverse effects within the organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
16) There is a temporary relief provided until proper decision is made so that it does not raise
any adverse effects within the organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
17) The grievance handling committee in my organisation will not act bias in any situation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
18) “The lack of cooperation and coordination” between the employers and employees affects
the grievance handling mechanism of my organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
19) The decision given by the committee or superior will be associated to my approached
grievance.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
20) I was fully satisfied with Grievance handling and solving mechanisms in my organisation.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree

S.srimynthan - Dr.S.karthikeyan

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A STUDY ON EFFECTIVENESS OF HANDLING EMPLOYEE

GRIEVANCE AT THEIR WORKPLACE IN SAIL - SALEM STEEL

In partial fulfillment for the award of the degree of

ANNA UNIVERSITY REGIONAL CAMPUS COIMBATORE

DEPARTMENT OF MANAGEMENT STUDIES

This is to certify that the project work done on

Is the Bonafede record of project work done by

Dr. S. KARTHIKEYAN Dr. S. CHANDRAKUMARMANGALAM

Submitted for the project viva – voce held on ______________________

INTERNAL EXAMINER EXTERNAL EXAMINER

This is to certify that the project report titled “ A STUDY ON EFFECTIVENESS OF

Dr. S. KARTHIKEYAN Dr. S. CHANDRAKUMARMANGALAM

Project Guide Head of the Department

I affirm that the project report entitled “A STUDY ON EFFECTIVENESS OF HANDLING

Signature of the candidate

To certify that the declaration made above by the candidate is true

Signature of the guide

I wish to express my sincere thanks and deep sense of gratitude to

I am thankful to Dr. S. CHANDRAKUMARMANGALAM, Head of the Department,

CHAPTER NO PARTICULARS PAGE NO

DATA ANALYSIS AND INTREPRETATION

FINDINGS,SUGGESSION AND CONCLUSION

PRODUCTION OF IRON AND STEEL IN MAJOR

1.3.1 SAIL PLANTS 10 – 11

1.4.1 PRODUCT MIX 16

1.4.2 FACILITIES & CAPACITY 17 – 18

4.1.1 EMPLOYEE GENDER 40

4.1.2 EMPLOYEE EXPERIENCE 41

4.1.3 EMPLOYEE AGE 42

4.1.4 EMPLOYEE DEPARTMENT 43

THE ORGANISATION’S WORKING ENVIRONMENT

I AWARE ABOUT THE “GRIEVANCE HANDLING

I AWARE ABOUT THE VARIOUS COMMITTEES

MY SUPERIORS WILL LISTEN WHEN MY

IN MY COMPANY THERE WILL BE A FRIENDLY

THE REAL BASE OF THE PROBLEM FOR A

THE MECHANISM FOLLOWED FOR GRIEVANCE

THE GRIEVANCE HANDLING MECHANISM

THERE IS A PROPER RECORD MAINTAIN FOR EACH

THE SUPERVISOR POSSESSES NECESSARY HUMAN

THE VARIOUS COMMITTEE MEMBERS ACTIVELY

THE MATTERS RELEVANT TO THE GRIEVANCE

THE DECISION GIVEN BY THE COMMITTEE OR

I WAS FULLY SATISFIED WITH GRIEVANCE

THE ORGANISATION’S WORKING ENVIRONMENT

I AWARE ABOUT THE VARIOUS COMMITTEES

THE SUPERVISOR POSSESSES NECESSARY HUMAN

THE VARIOUS COMMITTEE MEMBERS ACTIVELY

THE MATTERS RELEVANT TO THE GRIEVANCE

THERE IS A TEMPORARY RELIEF PROVIDED UNTIL

THE GRIEVANCE HANDLING COMMITTEE IN MY

4.1 EMPLOYEE GENDER 40

4.2 EMPLOYEE EXPERIENCE 41

4.3 EMPLOYEE AGE 42

4.4 EMPLOYEE DEPARTMENT 43

THE ORGANISATION’S WORKING ENVIRONMENT

I AWARE ABOUT THE “GRIEVANCE HANDLING

I AWARE ABOUT THE VARIOUS COMMITTEES

I FEEL OPEN TO SHARE MY GRIEVANCES TO THE

MY SUPERIORS WILL LISTEN WHEN MY

IN MY COMPANY THERE WILL BE A FRIENDLY

THE MECHANISM FOLLOWED FOR GRIEVANCE