A STUDY ON EMPLOYEES GRIEVANCE HANDLING IN

NIDEC INDA PRECISION TOOLS AT RANIPET

A PROJECT REPORT

Submitted by
S.BASKARAN
(Reg No: 513220631008)
Under the Guidance

Of

Mr. V. VIJAYSWAMINATHAN, M.B.A.,

Faculty of Master of Business Administration

In partial fulfillment of the requirements

For the award of the degree

Of
MASTER OF BUSINESS ADMINISTRATION
IN
HUMAN RESOURCE

ANNA UNIVERSITY
CHENNAI 600025
MARCH- 2022
 BONAFIDE CERTIFICATE

Certified that this project report on “A STUDY ON EMPLOYEES

GRIEVANCE HANDLING IN NIDEC INDIA PRECISION TOOLS LTD is the
bonafide work of Mr.S.BASKARAN (Reg No - 513220631008)who carried out the
project work under my supervision. Certified further, that to this best of my
knowledge the work reported here in does not from part of any other project report or
dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Mr.V.VIJAYSWAMINATHAN MBA Mr. V.VIJAYSWAMINATHAN MBA

HEAD OF THE DEPARTMENT, HEAD OF THE DEPARTMENT,
P. G. Dept. of Management Studies P. G. Dept. of Management Studies,
Thirumalai Engineering College, Thirumalai Engineering College,
Killambi, Killambi,
Kanchipuram – 631551 Kanchipuram - 631551

INTERNAL EXAMINER EXTERNAL EXAMINER

 ACKNOWLEDGEMENT
I express our sincere thanks and deep sense of gratitude to our THIRUMALAI
ENGINEERING, kilambi, to provide necessary and essential facilities to do this project
report.

My sincere thanks to our honorable principal T. MOHANRAJ, M.TECH., for the sincere
endeavor in educating to complete the training report.

I express my graduate and thanks to my internal guide MR.V.VIJAYSWAMINATHAN As

HEAD OF THE DEPARTMENT of Thirumalai Engineering college for the valuable
guidance thought my summer training report.

My special thanks to finance V.S. JANARDHANAN VICE PRESIDENT (HRD) of

MITSUBISHIat such who spent their precious time in various activities and functions of the
company and helped me in completions of the final training report.

I would also like to acknowledge with thanks the support received from other teaching and
support staff, which has been quite helpful for successful completions of the final training
report.
 DECLARATION

I hereby declare that the final entitled “A STUDY ON EMPLOYEES GRIEVANCE

HANDLING IN NIDEC INDIA PRECISION TOOLS LTD AT RANIPET, submitted
for the partial fulfilment of the requirements for the degree in the master of business
Administration is an authentic record of work carried out by me under the guidance of
MR.V.VIJAYSWAMINATHAN,M.B.A,. HEAD OF THE DEPARTMENT PG Department
of management studies, during the academic year 2020-2022 in Thirumalai Engineering
College, kilambi, Kanchipuram.

Date: (S.BASKARAN MBA)

Place: 513220631008
 ABSTRACT

A grievance means any dispute or discontent or feelings of unfairness arise between

an employer and employee in workplace. The employees express their grievances in terms of
complaint. This paper discusses about the nature of grievances perceived by the employees,
causes of grievances, grievance handling procedure among the employees.

Grievances are common to any level ofwork force in any company/industry while they are
working together to achieve a common goal. Eventhough the poorly handled grievances are
leadingto employee inefficiency, employee dissatisfaction,and finally to high turnover ratio
of the company,still some companies are not practicing formalgrievance handling procedures
within theirorganizations.
 TABLE OF CONTENTS

Chapter Contents Page no

1
Introduction
Introduction of the topic 1

Objectives of the study 4

Need of the study 5

Scope of the study 6

Industry profile 7

Company profile 10

Product profile 16

2
Review of Literature

Literature survey 19

3
Research Methodology
Research methodology 25

Research design 28

Sampling design 29

Source of data 29

Theoretical framework 30

Limitation of study 39

4 Data Analysis &Interpretation

5 Summary of conclusions

Findings 64

Suggestions & recommendations 66

Conclusion 67
APPENDIX
 LIST OF TABLES

TABLE NO. TABLE NAME PAGE NO.

1 Temporary relief 41

2 Age 42

3 Supervisor have skill 43

4 Satisfied regarding decision 44

5 Mechanism followed or not 45

6 Discussion and conference 46

7 What is grievance 47

8 Based on qualification 48

9 Share grievance with colleague 49

10 Work culture 50

11 Feel open to share your grievances 51

12 Aware of redressal procedure 52

13 Coordination and cooperation 53

14 Given authority to take action 54

15 Proper records maintained 55

16 Positively and friendly approach 56

17 Discuss your grievance with immediate 57

superior
18 Gather all facts about grievances 58

19 Grievance redressal is one of the 59

components of job satisfaction
20 Correlation between causes of grievances 60

21 Chi square test 62

 LIST OF CHARTS
CHART NO. CHART NAME PG.NO.
1 Temporary relief 41
2 Age 42
3 Supervisor have skill 43
4 Satisfied regarding decision 44

5 Mechanism followed or not 45

6 Discussion and conference 46

7 What is grievance 47

8 Based on qualification 48
9 Share grievance with colleague 49
10 Work culture 50
11 Feel open to share your grievances 51
12 Aware of redressal procedure 52
13 Cooperation facilitate 53
14 Supervisor given authority 54
15 Proper records maintained 55
16 Positively and friendly approach 56
17 Discuss your grievance with 57
immediate superior
18 Management gather all facts about 58
grievance

19 Grievance redressal is one of the 59

components of job satisfaction
20 Correlation between causes of 61
grievances
21 Chi-square test 63
INTRODUCTION
INTRODUCTION
Grievances occur in every workplace and handling them properly is important for
maintaining a harmonious andproductive work environment. Grievance management is all
about how well the problems are addressed (and solved). Itis very essential in the present
world. Now-a-days there are many companies who declare that their human resources
aretheir most important assets and it is no more human resources but Human Capital. Hence
these statements are to beverified whether it is true or not. This can be done by measuring
how faster the employee’s problems are addressed andsolved. If it is done faster, then it can
be concluded by saying that the employee concern is significantly present in theorganization.

The grievances of the employees are related to the contract, work rule or regulation, policy or
procedure, healthand safety regulation, past practice, changing the cultural norms unilaterally,
individual victimization, wage, bonus, etc.Here, the attitude on the part of management in
their effort to understand the problems of employees and resolve theissues amicably have
better probability to maintain a culture of high performance. Managers must be educated
about the
importance of the grievance process and their role in maintaining favorable relations with the
union. Effective grievancehandling is an essential part of cultivating good employee relations
and running a fair, successful, and productiveworkplace. Positive labor relations are two-way
street both sides must give a little and try to work together. Relationshipbuilding is the key to
successful labor relations.

A grievance can be defined as an employee’s dissatisfaction or feeling of personal injustice

relating to his or her employment relationship. This feeling does not have to be expressed to
become a grievance or neither does it have to be true or correct. A feeling that arises from
imaginary conditions or from incorrect reasoning is still a grievance if it causes a feeling of
injustice.

Dale Yader defines a grievance as “a written complaint filed by an employee and claiming
unfair treatment. Keith Davis, defines a grievance as “any real or imagined feeling of
personal injustice which an employee has concerning his employment relationship.” On the
other hand,

1
according to Michael J. Juices the term grievance means “any discontent or dissatisfaction,
whether expressed or not, whether or not arising out of anything connected with the company
that an employee thinks, believes or even feels to be unfair, unjust or in equitable”.
On the other hand, grievance is simply a complaint when the employee feels that an injustice
has been committed, which has been formally presented in writing, to a management
representation or to union officials in the language of labour relations from management
angle. In democratic system, it is accepted that employees shall be able to express their
dissatisfaction whether it be a minor irritation, a serious problem, or a difference of opinion
with the supervisor over terms and conditions of employment.

As per opinion of Flippo, “the grievance is usually more formal in character than a complaint.
It can be valid or ridiculous, and must grow out of something connected with company
operations or policy. It must involve an interpretation or application of the provisions of the
labour contract.”

The International LabourOrganisation (ILO) defines grievances as “a complaint of one or

more workers in respect of wages, allowances, conditions of work and interpretation of
service stipulations, covering such areas as overtime, leave, transfer, promotion, seniority, job
assignment and termination of service.”

In the opinion of the National Commission on Labour (NCL), “complaints affecting one or
more individual workers in respect wage payments, overtime, leave, transfer, promotion,
seniority, work assignment and discharges constitute grievances.” The grievance has narrow
perspective; it is concerned with the interpretation of a contract or award as applied on
employee or the employees, it generally give rise to unhappiness, discontent poor morale, and
ultimately lead to inefficiency of workers, low productivity and absenteeism.

Grievance Management – Meaning and Definitions

It is different to find a company where the employees do not have grievances of one kind or
the other. The grievances may be real or imaginary, valid or invalid, genuine or false. A
grievance produces unhappiness, discontent, indifference, low morale, frustration, etc.
Ultimately, it affects employees’ concentration, efficiency and productivity.

2
A majority of the industrial disputes that result in grave repercussions originate from minor
grievances. If such grievances are settled amicably in time, many of the disputes could be
prevented. It is the rationale of the mutual acceptability of the grievance procedure.
Therefore, grievance procedure is expected to be effective tool in the tool kit of corporate
managers handling manpower as well as human relations in the Indian industry.
The term “grievance” denotes any discontent or dissatisfaction whether expressed or not and
whether valid or not, arising out of anything connected with the company that an employee
thinks, believes or even feels is unfair, unjust or inequitable.

Keith Davis defines a grievance as, “any real or imagined feeling of personal injustice which
an employee has concerning his employment relationship”.
Pigors and Myers observe that the three terms, dissatisfaction, complaint, and grievance
indicate various forms and stages of employee dissatisfaction. According to them,
dissatisfaction is “anything that disturbs an employee, whether or not he expresses his unrest
in words… A complaint is a spoken or written dissatisfaction, brought to the attention of the
supervisor and the shop steward… A grievance is simply a complaint that has been ignored,
overridden, or dismissed without due consideration”.
Prof. Flippo defined a grievance in the words, “A complaint becomes a grievance when the
employee feels that an injustice has been committed. If the supervisor ignores the complaint
dissatisfaction grows within the employee, it usually assumes the status of a grievance. A
grievance in business organizations is always expressed, either verbally or in writing. A
grievance is usually more formal in character than a complaint. It can, of course, be either
valid or ridiculous, and must grow out of something connected with company operations or
policy. In many instances, it must involve an interpretation or application of provisions of the
labour contract.”
A grievance denotes any discontentment or dissatisfaction in an employee arising out of
anything related to the enterprise where he is working. It may not be expressed and even may
not be valid. It arises when an employee feels that something has happened or is going to
happen which is unfair, unjust or inequitable.

3
 OBJECTIVE OF STUDY

PRIMARY OBJECTIVVES:

The project study is aimed to Employees grievance handling in NIDEC INDIA

PRECISION TOOLS LTD.

SECONDARY OBJECTIVE:

1. To find the knowledge about the grievance handling methods in Nidec India Precision
Tools Ltd.
2. To identify that the grievance handling system leads to mutual understanding
between employees and the management
3. To know the level of satisfaction towards the grievance handling procedure of the
.
4. To examine the cause of grievance at Nidec India Precision Tools Ltd.
5. To find out, whether the organisation providing a speedy resolution to the problems.

4
 NEED OF THE STUDY

Employees differ as individuals in their needs,expectations and behavior. When their needs
are notsatisfied or their objectives are not achieved, the resultis employee dissatisfaction.Any
emotional, physical or mental dissatisfaction ofan employee if gets unattended it leads to
remorse anddiscontentment. The small issues if not settledproperly leads to higher degree of
dissatisfactiontowards the work. This type of attitude among theemployee is very harmful as
it creates negativityamong everyone. As people share or express theirwoes. It spreads and
creates illusion among others too.Hence it is very much necessary to solve or addressthe
employee grievances on time to eradicate theirritations which is likely to increase and lead
tounfavorable attitude towards the management andunhealthy relations in the organization.
Hence,handling the grievances of aorganization is of great importance.This forms the need
for the study of the grievanceredressal procedure of the organization and itseffectiveness
towards job satisfaction to maintainhealthy and harmonious environment of theorganization.
The main focus of this revolves aroundthe bottom level of management

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 SCOPE OF THE STUDY

Due to rapid growth of technology, industrialization has become a tough job to cope
theemployees with the machineries.Success of organization largely depends upon collective
effort of the employer and employees. However, there are factors thatresults in employee
dissatisfaction. There is no organization in which employee have no grievance.

Hence understanding and finding the root cause of employee grievance is itself a solution to
it. Hence the study on grievancehandling at eastern is undertaken to make an exploration into
the grievance faced by employees. It is very essential to control the
employee grievance in future fairly.

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 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY
The automobile industry is one of the biggest industries in the world. Being a major revenue
and job generating sector it drives the economies.
JAPANESE INDUSTRIAL BEHEMOTH
Nidec India Precision Tools Ltd ) is a very into machinery manufacturing for a myriad of
markets. It is a headquartered in Tokyo, Japan. A member of the Mitsubishi keiretsu, the
groupbuilds and supplies everything from nuclear power plants, bridges and aircraft to
engines, ships and air conditioners to various industries and customers around the world. The
company’s core market is Japan, but it also does business in other parts of Asia, north
America, Europe, central and south America and the middle east.

MHI ltd is diversified manufacturer. The marine vessel and ocean segment offerpassengers’
ships, gas ships, car ferries and others. The power engine segment offers boilers, turbines,
windmills, diesel engines and pumps. The machinery and steel structure segment offer

7
exhaust fume treatment equipment, waste treatment and traffic systems, cranes. Mitsubishi
company employs a multinational workforce of over 60000 people.

OPERATIONS:
1. Energy:
Energy related products such as natural energy, thermal energy and nuclear energy.
2. Aircraft:
Aircraft products such as commercial aircraft and aero engines.
3. Space:
Space systems such as H-11A rocket and the products related to international space station
program.
4. Ship and ocean:
Products related to ships building and ocean development such as tankers, cargo ships,
passengers ships and marine engines.
5. Transportation:
Various systems for transportation such as APMs (automated people movers) and ETC
(electric toll collection) system.
6. Material handling:
Material handling systems such as crane and forklift trucks.
7. Environment:

8
Wide range of products related to environmental plants, equipment to prevent global
warming, and pollution.

8. Automotive:
Vehicle related products such as turbo chargers and machinery for motor vehicle industry.

9. Industrial machinery:
Products used in various industries such as printing machinery, machine tools, chemical
plants, and air-conditioning and refrigerator systems.

10. Infrastructure:
Machinery and equipment for infrastructure building such as construction machinery.

9
 COMPANY PROFILE

NIDEC INDIA PRECISION TOOLS LIMITED was started in the year of 1947, in Ranipet
(120 km away from Chennai ). It was formally known as SRP tools limited. Since 1974 SRP
tools has the technical collaboration with Mitsubishi heavy industries, Japan . SRP is
synonymous of precision and quality.

Mitsubishi heavy industries India precision tools limited was the first in India to set ISO 9001
certification for gear cutting tools and broaches, it has sufficient technical background in
order to achieve perfection and accuracy in terms of microns – Mitsubishi heavy industries
India precision tools limited is well equipped with the imported machines

10
High precision special purpose machines and sophisticated inspection equipment has been
imported from Japan, Germany, USA, Italy, Russia, etc., in addition, are all installed in
temperature control room. In the recent years, CNC machines also imported from Japan and
installed the plant to their high accuracy products.
NIDEC INDIA PRECISION TOOLS LIMITED Japan is one of the world’s leading
manufacturers of gear cutting machines, large machining centers and gear cutting tools, and
the pioneer in introducing the latest ‘Superdry’ technology in gear cutting.
NIDEC HEAVY INDUSTRIES INDIA PRECISION TOOLS LIMITED Japan acquired
S.R.C Tools LTD, INDIA a 42 years old company and the leader and the leader in
manufacturing of gear cutting tools and broaches in the company, MHI-IPT was formed in
May 2005. This unit is now functioning as a subsidiary of NIDEC INDIA PRECISION
TOOLS LIMITED Japan.
HISTORY
1965 – SRP tools limited (Mitsubishi heavy industries) started the factory at Chennai from
the manufacturing of conventional cutting tools.
1972- Signed an agreement with Mitsubishi heavy industries, Japan.
1973- SRP team visited Mitsubishi heavy industries, Japan and learned Technology the from
them.
1974- SRP started its factory at ranipet from the production of HOB and broaches.
1979- SRP team visited Mitsubishi heavy industries, Japan for the second time and learned
the technology for gear shaping cutters.
1981- Started gear shaving cutter production plant at ranipet.
1985- Started to produce rotary conflux cutter for straight bevel gear.
1987- Certificate for gear cutting tools.
1990- Obtained ISO 9001.

11
2005- Mitsubishi heavy industries, Japan acquired the shares of SRP tools and company
name changed into Mitsubishi heavy industries India precision tools limited (19 th October
2005).
2005 (November) – factory expanded operate machinery in new building integrated the
Chennai factory into ranipet factory.
2006- Machine tools room planned to open.
QUALITY POLICY
MHI-IPT is committed to design manufacture products to comply with requirements and
continually improve the effectiveness of a quality management system for enhancing
customer’s satisfaction.
TO ACHIEVE THIS POLICY THE OBJECTIVE FOLLOWING ARE SET:
 To use latest technology to design, manufacture and upgrade quality of products on a
continued basis for meeting customer’s needs and expectation.
 To initiate suitable actions to improve and update the knowledge and skill of all its
personnel.
 To ensure efficient system for timely delivery of products.
 To periodically review the quality marketing system, keeping in mind the comcept of
continual improvement and customer satisfaction
HIGHLIGHTS OF THE COMPANY:
 Largest private sector
 Leading manufacturer gear cutting company
 Worldwide reputation
 Annual turnover of about 60crores
 ISO9001 company
 ISO4001 company
 Quality products are produced
COMPANY DETAILS:
 There are 360 employees working in this company
 Working hours has been made in two shifts 7:30am to 4:00pm & 4:00pm to 12:30am
 The company has been decentralized
 Uniform and shoes were provided to all employees by the company

12
QUALITY PROFILE
Nidec India precision tools limited is committed to design and manufacture of products to
comply with requirements and continually improve the effectiveness of quality management
system for enhancing customer’s satisfaction to achieve this policy the following objectives
are set:
1. To use latest technology to design, manufacture and upgrade quality of products on a
continued basis for meeting customer’s needs and expectations.
2. To initiate suitable action to improve and update the knowledge and skill of all its
personnel.
3. To ensure efficient system for timely delivery of products.
4. To periodically review the quality management systems keeping in mind the concept
of continual Improvement and customer satisfaction.
COMPANY PHILOSOPHY:
Precision cutting tools are manufactured for the industrial field. The philosophy is Nidec
India precision tools limited producing cutting tools with high technology, reliability and
high quality, they are supplying high precision, high efficiency and high quality products
produced from the standpoint of ausers and manufacturers of cutting tools in addition to the
technology power accumulated through many years of experience.
LOCATION:
Nidec India limited located at ranipet in Sipcot. it has spread over in large area that is more
useful for the expansion for the company. Since it is located in the sipcot and has all the
facilities like availability of raw materials, power, transportation, Labor and emergency,
facilities like hospitals, fire services, etc,. the following table shows the area of the company
spread over in sipcot.

Designation Total area in sipcot (total sq.m)

Site Building
Main plant 53,00 6,300
Plant 1,570 440
New plant - 3,450
Total 54,570 10,190

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ANNUAL PRODUCTION CAPACITY:
The company’s annual production capacity is around 30,200 products.
NIDEC INDIA PRODUCTS:
Nidec India is the manufacturer precision tools limited is the manufacturer of the gear
cutting tools and broaches. These offer the following range of cutting tools:
 Gear hob
 Gear shaper
 Gear shaving
 Broaches
 Master gear
 Straight bevel gear and generating tools (rotary conflux type)
SUPLIERS RAW MATERIAL USED:
High -speed steel
The productions equipment includes world’s most well-known name such as,
 Klingenberg
 Shone
 Mitsubishi
 Wmw
 Carl Hurth and others
 The inspection is even more sophisticated with klingenbers, housers, caizeises,
carlmahr, hofler, gouler micron, mitutosa, etc. Nidec india precision tools design is
fully computerized,
optimum tools design is achieved by exhaustive calculation and through analysis of
the various components profile generated on a graph sheet manipulating the tools parameter
manufacturing
and heat treatment are carried out by skilled operators. Employing highly precise
machinery leaving room for discrepancy.
In Nidec India, heavy industries India limited quality is prime consideration and no
compromising are more regarding standard of the tools.

14
CUSTOMERS:
Sales agent markets the Mitsubishi’s products. The sales agents directs all the customers
of Mitsubishi heavy industries India limited. It exports his products to Australia, Taiwan and
Singapore.
With the help of sales agent of customer of Nidec India Precision Tools limited are Tata
motors, Bajaj, Hindustan motors, TVS motors, Hyundai motors, Mahindra and Mahindra,
Punjab tractors and Ashok Leyland and also to government organization such as BHEL,
HMT, vehicle factory Jabalpur, HVF AVADI and most probably to all automobile auxiliary
units.
COMPETITOR:
The only competitor in their field who matches their level of standards is “DARGER
FORST”.
This company has the same capacity and modern equipment equal to the Nidec India
precision tools limited.
The company has services and over facilities at following places. They are Delhi,
America, Hong Kong, Thailand, Australia and Europe.
DEPARTMENTS:
 Personnel department.
 Production department.
 Purchase department.
 Finance department.
 Quality assurance department.
 Finished goods stores departments.
 Sales departments.
 Engineering design department.

AWARDS:
 State safety award by government of Tamil Nadu.
 Operation million by hero Honda.
 Best suppliers award in supplier meet 2007.
 ISO 9001:2000 with respect to the following scope design and supply of gear cutting
tools broaches and master gears

15
 PRODUCT PROFILE
CHAMFERING CUTTERS:
 These cutters are used to produce chamfers along involutes profile of gears at end
faces.
 Normally, it is used after gear cutting by hobbling
 or shaping process.
 Cutters are supplied in pairs and to suite gear profile

GEAR SHAVING CUTTERS:

16
1. Manufacturing of various types of shaving cutters such as conventional, diagonal, under-
pass and plunge-cut are undertaken.
2. Special profiles are incorporated on the cutter to generate tip relief, profile crowning, and
lead crowning, etc., on component.
3. The shaving machine at MHI-IPT tries out the shaving cutter manufactured here, to
confirm the profile accuracy. This is done at extra cost with necessary mandrels, component
blanks, etc,. supplied by the customer.

PRODUCTS:

NIDEC INDIA PRECISION TOOOLS LIMITED is the manufacturer of the cutting

tools and broaches. It offer the following range of cutting tools.

 GEAR HOBS
 GEAR SHAPES
 GEAR SHAVES

17
  MASTER GEARS
 STRAIGHT BEVEL GEAR GENERATING (ROTARY CONFLUX TYPE)
TOOLS. SUPPLIERS RAW MATERIALS USED:

HIGH SPEED STEEL:

(The production equipment includes world’s most well known name such as)
 KILNGENBERS
 SOHNEMITSUBISHI
 WMW
 CAIL HARTH AND OTHERS

The inspection is even more Sophistical with Wingenbers, Houser, Cailzess, Carlmbr,
Hotler, Gouler Micron, Mithitoyo, Mahindra, etc. Mitsubishi Heavy Industries Tools design
is fully computerized, optimum tools design is achived by exhaustive calculation and a
thorough analysis of the various components profiles generated on a graph sheet
manipulating the tools parameter manufacturing and heat treatment are carried out by skilled
operator.
Employing highly precise machinary leaving no room for discrepancy. In Mitsubishi
Heavy Industries India Precision Limited quality is prime consideration and no
compromising are more regarding standards of the tools.

18
 REVIEW OF
LITERATURE

19
REVIEW OF LITERATURE

GRIEVANCE

Grievance is any discontent or dissatisfaction that affects organizational performance. As

such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the
dissatisfaction of employees’ goes unattended or the conditions causing it are not corrected,
the irritation is likely to increase and lead to unfavorable attitude towards the management
and unhealthy relations in the organization.

The formal mechanism for dealing with such worker’s dissatisfaction is called grievance
procedure. All companies whether unionized or not should have established and known
grievance methods of processing grievances. The primary value of grievance procedure is
that it can assist in minimizing discontent and dissatisfaction that may have adverse effects
upon co-operation and productivity. A grievance procedure is necessary in large organization
which has numerous personnel and many levels with the result that the manager is unable to
keep a check on each individual, or be involved in every aspect of working of the small
organization.

The usual steps in grievance procedure are

1. Conference among the aggrieved employee, the supervisor, and the union steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.
4. Arbitration.
There may be variations in the procedures followed for resolving employee grievances.
Variations may result from such factors as organizational or decision-making structures or
size of the plant or company. Large organizations do tend to have formal grievance
procedures involving succession of steps.

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Arbitration
Arbitration is a procedure in which a neutral third party studies the bargaining situation,
listens to both the parties and gathers information, and then makes recommendations that are
binding on the parties. Arbitration has achieved a certain degree of success in resolving
disputes between the labour and the management. The labour union generally takes initiative
to go for arbitration. When the union so decides, it notifies the management. At this point, the
union and company must select an arbitrator.

Guidelines
When processing grievances, there are several important guidelines to consider:

 Check the grievances title and employment status to determine if he / she are included
in a union eligible classification.

 Note the supervisor’s respondent obligation under the grievance procedure.

 Review the requested solution to the grievance. Determine if the relief sought is
beyond a supervisor’s authority to grant.

 Review all policies or other information related to the grievance.

 Conduct a thorough investigation of the allegations.

 Prepare a written response including the reason for the decision and provide a copy to
the grievant.

 Grievance materials should be maintained in a separate file from either personnel files
or records.

Articles related to grievance

Measures of supervisory behaviours and supervisor’s knowledge of the collective agreement

should, intuitively, be related to the occurrence of Grievance events, but there has been no
theory advanced to explain Grievance events. Kliener, Nigkelsburg and Pilarski implicitly
21
assumed that supervisor monitoring of employees will increase the number of Grievance
events, but a theoretical basis or rationale for this assumed relationship is not discussed.

Grievance were less satisfied with their jobs, had poorer attitudes toward their line
supervisors, had greater feelings of pay inequity, had stronger beliefs that workers should
participate in decision-making, were less satisfied with their unions, and more active in their
unions. The lower satisfaction with the union among grievant may be due to dissatisfaction
with the processing of grievances. Grievance were younger and more had less education than
no Grievance.

Gordon and Miller, Allen and Keavney and Klassnote the important role that expectancy
theory could play in differentiating Grievance and non-Grievance. Although not a complete
test of expectancy theory, Lewin and Boroff did include the employees perceived
effectiveness of the grievance procedure as an explanatory variable. Surprisingly, this was not
significantly related to grievance filing. Further research focusing on expectancy theory and
grievance filing that more fully develops testable hypotheses derived from expectancy theory
seems appropriate.

Dr.V. Mohana Sundaram, Saranya, (2013) in his article “Employee Grievance”

organisation are made up of peoples and functions through people without people
organization cannot exist. The resources of men, money, material and machinery are
collected, coordinated and utilized through people in the organization. It is through the
combined effort of people that materials
and monetary resources are effectively utilized for the attainment of common objectives and
goals without united human effort no organisation can achieve its goals.

Sonika Sharma, Niti Sharma, (2011) in his research paper entitled “Listening Skills”: A
prerequisite for Grievance Handling The ability to be an active listener is too often taken for
granted. HR professionals play pivotal role in the International Journal for Research Trends
and Innovation (www.ijrti.org) organisation. They inject a feeling of confidence and belief
among the staff members by listening and solving their issues and concerns. Employee
grievances are essentially human problems, real or imaginary.

22
Lawrence Nurse, Dwayne Devenish, (2007) in his working paper entitled “Grievance
Management and its links to workplace justice” The purpose of this paper is to explore the
influence of workers‟ demographic characteristics on their perception of procedural justice
from grievance management. A related aim is to determine whether procedural justice
perception have an impact on perception of distributive justice.

Bemmels, Reshef and Stratton-Devine included the shop steward’s assessment of how
frequently employees approach them with complaints. Although most grievances are
formally filed by employees, the initiation of a grievance can come from employees or
stewards. Complaining to the shop stewards is the employees‟ role in the grievance initiation
process. Both of these studies found the work group with employees who complained to the
stewards more frequently had grievance rates. Employees‟ complaining to their stewards is a
precursor to grievance filing. The measure of consideration and structure were significantly
related to frequency of employee complaints in Bemmels and the steward’s assessment of the
supervisors‟ knowledge of the collective agreement was negatively related to complaints.

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. Grievance procedures are
related to other attitudinal measures and the behaviours of shop stewards in the grievance
procedure. Grievance procedure effectiveness was related to union members‟ overall
satisfaction with the union. Grievance procedures have been found to relate to union
commitment, employer commitment and dual commitment. Employer commitment has found
to be negatively related to absenteeism and turnover and union commitment has found to
have a positive relationship
with union participation and with shop steward behaviour in the grievance procedure. Many
studies still report empirical analysis with no theoretical grounding, or only intuitive and ad
hoc hypotheses
23
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 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.

Grievance procedures are related to other attitudinal measures and the behaviours of shop
stewards in the grievance procedure. Grievance procedure effectiveness was related to union
members’ overall satisfaction with the union. Grievance procedures have been found to relate
to union commitment, employer commitment and dual commitment. Employer commitment
has found to be negatively related to absenteeism and turnover and union commitment has
found to have a positive relationship with union participation and with shop steward behavior
in the grievance procedure. Many studies still report empirical analysis with no theoretical
grounding, or only intuitive and ad hoc hypotheses.

Grievance could be classified into 9 basic types: Discrimination charges, rules violation,
general or unclassified complaints and discipline.

Discrimination was spelled out as based upon race, sex, religion, color, national origin, age,
veteran status, or handicapped.

Grievance corresponding rules violation was an employees’ interpretation of application of

policies and procedures governing personnel policies, department work rules, unsafe or
unhealthy working conditions, or other policies or procedures of a working nature.

24
Disciplinary actions are the category least classified as a grievance. Legalistic approach was
used to handle such cases. With the possibility of adverse legal action arising from unjust
discipline, separate systems are often established in discipline cases to ensure the employees’
complete due process rights.

Five types of grievance systems were typically noted in the literature. They were the open-
door policy, step-review method, peer-review also called the grievance committee or
roundtable, ombudsman and hearing officer. In the public sector study. The predominant
method of grievance adjudication was the step-review method used either singularly or in
combination with a peer-review committee. The step-review method had characteristics
similar to the grievance / arbitration procedures found in union contracts.
The step-review method has a pre-established set of steps for reviewing employee complaints
by succeeding higher levels of agency personnel.

Benefits of having Grievance procedure:

 The grievance procedure provides a means for identifying practices, procedures, and
administrative policies that are causing employee complaints so that changes can be
considered.

 They reduce costly employment suits.

 A grievance procedure allows managers to establish a uniform labourpoli

25
 RESEARCH
METHODOLOGY

26
RESEARCH METHODOLOGY

RESEARCH
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined
as “A careful investigation or enquiry especially through search for new fact in any branch of
knowledge”.

RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of obtaining information
useful for assessing explanation.

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in the
physical and natural science, for instance when physics measures, biology classifies, zoology
dissects and geology studies the rock. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS

 To portray the characteristics of a particular individual situation or group(with or
without specific initial hypothesis about the nature of this characteristics).

 To determine the frequency with which something occurs or with which it is

associated with something else (usually, but not always, with a specific initialhypothesis).
The descriptive method has certain limitation; one is that the research may make description
itself an end itself. Research is essentially creative and demands the discovery of facts on
order to lead a solution of the problem. A second limitation is associated whether the
statistical techniques dominate. The desire to over emphasis central tendencies and to fact in

27
terms of Average, Correlation, Means and dispersion may not always be either welcome. This
limitation arises because statistics which is partly a descriptive tool of analysis can aid but not
always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or
solution. One may undertake a descriptive study about the work in the factory, health and
welfare. A descriptive study may be concerned with the right to strike, capital punishment,
prohibition etc:

A descriptive study involves the following steps:

1. Formulating the objectives of the study.
2. Defining the population and selecting the sample.
3. Designing the method of data collection.
4. Analysis of the data.
5. Conclusion and recommendation for further improvement in the practices.

Description of statistical tools used

 Percentage method
 Spearman's rank correlation coefficient or Spearman's ρ
 Chi square test

Percentage method
In this project percentage method test and used. The following are the formula

Percentage of Respondent = No. of Respondent x 100

Total no. of Respondent

Spearman's rank correlation coefficient or Spearman's ρ

In statistics, Spearman's rank correlation coefficient or Spearman's ρ,

namedafter CharlesSpearman and often denoted by the Greek letter (rho)

28
oras isa nonparametric measure of rank correlation (statistical dependence between
the rankings of two variables). It assesses how well the relationship between two variables
can be described using a monotonic function.

The Spearman correlation between two variables is equal to the Pearson correlation between
the rank values of those two variables; while Pearson's correlation assesses linear
relationships, Spearman's correlation assesses monotonic relationships (whether linear or
not). If there are no repeated data values, a perfect Spearman correlation of +1 or −1 occurs
when each of the variables is a perfect monotone function of the other.

Intuitively, the Spearman correlation between two variables will be high when observations
have a similar (or identical for a correlation of 1) rank (i.e. relative position label of the
observations within the variable: 1st, 2nd, 3rd, etc.) between the two variables, and low when
observations have a dissimilar (or fully opposed for a correlation of −1) rank between the two
variables.

Spearman's coefficient is appropriate for both continuous and discrete

it can be computed using the popular formula

6∑
r = 1 - n( – 1)

where

d=r1-r2 is the difference between the two ranks of each observation,

n is the number of observations.

The value of the coefficient of correlation as obtained by the above formula shall always lie
between +1 and -1. When r = 1, it means there is perfect positive correlation between
variables. When r = -1, it means there is perfect negative correlation between variables. When
r = 0, it means no relationship between variables.

29
CHI-SQUARE TEST OF INDEPENDENCE ATTRIBUTES:

The Chi-Square test of independence is used to determine if there is a significant relationship

between two nominal (categorical) variables. The frequency of each category for one
nominal variable is compared across the categories of the second nominal variable. The data
can be displayed in a contingency table where each row represents a category for one variable
and each column represents a category for the other variable.

Hypotheses
Null hypothesis: Assumes that there is no association between the two variables.
Alternative hypothesis: Assumes that there is an association between the two variables.
Hypothesis testing: Hypothesis testing for the chi-square test of independence as it is for
other tests like ANOVA, where a test statistic is computed and compared to a critical
value. The critical value for the chi-square statistic is determined by the level of significance
(typically .05) and the degrees of freedom. The degrees of freedom for the chi-square are
calculated using the following formula: df = (r-1)(c-1) where r is the number of rows and c
is the number of columns. If the observed chi-square test statistic is greater than the critical
value, the null hypothesis can be rejected.

( − )

=
(a+b)(b+d)(a+b)(c+d)

Data collection method

Data was collected using Questionnaire. This method is quite popular in case of big enquires.
Private individuals, research workers, private and public organizations and even government
are adopting it. A questionnaire consists of a number of questions involves both specific and
general question related to Grievance Handling.

Sources of data
The two sources of data collection are namely primary&secondary.

Primary Data:
Primary data are fresh data collected through survey from the employees using questionnaire.

30
Secondary Data
Secondary data are collected from books and internet
Research design
Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design where we
find a solution to an existing problem. The problem of this study is to find the employees
Grievance Handling at MITSUBISHI.
Sample Design
Sample Element : Employees at MITSUBISHI.
Sample Size : 100 samples
Sample Test : Percentage Method & Correlation
Sample Media : Questionnaire
Sampling Method : Simple Random Sampling

31
 THEORITICAL FRAMEWORK

GRIEVANCE HANDLING

Grievances are some symptoms of conflicts in enterprise. So they should be handledvery

promptly and efficiently. Coping with grievances forms an important part ofmanager’s job.
The manner in which he deals with grievances determines hisefficiency in dealing with the
subordinates. A manager is successful if he is able tobuild a team of satisfied workers by
removing their grievances.

(a) A grievance may or may not be real.

(b) Grievances may arise out of not one cause, but multifarious causes.
(c) Every individual does not give expression to his grievances.

For the purpose of handling grievance efficiently, it is necessary to find and analysethe
grievance of the subordinates. If a grievance is found to be genuine or real, thecorrective
action should be taken immediately. But if the grievance arises due toimagination or
disturbed frame of mind of the worker, then it is necessary to explainand clear up the matter.
Before dealing with the grievances, their causes must bediagnosed. But when the grievances
are not given expression by the subordinates, it ismanager’s job to detect the possible
grievances and their causes. He may realise theexistence of grievances because of high labour
turnover, high rate of absenteeism andpoor quality of work. These problems will go on
multiplying if the causes ofgrievances are not identified and cured.

Grievances, whether genuine or imaginary, require prompt attention in the form

ofexplanation or redressal, for an unredressed grievance adversely affects anemployee’s
morale, productivity or attitude. Therefore, immediate redressal andsettlement of grievances
are must. The three cardinal principles of grievancesettlement are:

(a) Settlement at the lowest level.

(b) Settlement as quickly as possible.

32
(c) Settlement to the satisfaction of the aggrieved.

It has been found by law and society researches that the legal regulation cansubstantially
humidify the internal working of an industrial relations system even in thematter of
adjudication of individual termination disputes by state sponsored industrialtribunals. We
know that a legalistic industrial relations framework already exists inIndia in this matter of
industrial disputes resolution - collective interest disputes orindividual disputes espoused
collectively - which has a weakening impact on evenbilateral grievance processing.It is
important for us to know as to what are the possible typologies in bilateralgrievance handling
practices, in what frameworks these are noticeable and why, andto what effect. The
knowledge of such typologies on the part of trade unions andmanagements will help the
shaping of an appropriate internal grievance-handlingmechanism in an organisation. In fact, a
large number of variables affect the adoptionof some type of grievance-handling
arrangements and not others. Primarily, thesefactors are the power that the trade union or
workers collectively enjoys vis-a-vis themanagement and the hold it has on the work force,
management style, level ofconsciousness about rights in workers, structural features of the
industry, presence ofoutside union federation and its approach to grievance-handling
questions, and others.

APPROACHES TO GRIEVANCE HANDLING

Since no one grievance-handling practice serves the purpose of all concerned,employers
adopt different approaches to grievance-handling machinery. This dependsupon various
factors including the attitude of management and employees to thequestion of grievance
handling. Especially in the Indian context managements aremore prone to be legalistic in
their approach because of the widespread influence oflegal framework on industrial relations.
Researchers have shown that, in thisframework managements are likely to be bigger gainers
in legal handling of industrialconflict. Also, many managements follow a human-relations
approach towards themworkers. Sometimes, they also follow an open-door and step-ladder
policy in thisregard.3There are three approaches documented reflecting the attitude of
management and
employees to handling of grievance. These are:

(1) Legalistic View Approach.

(2) Human Relations Approach.
33
(3) Open-Door or Step-Ladder Approach.

(1) LEGALISTIC VIEW APPROACH

Managements following legalistic approach often cite the negotiated contract when
anemployee raises a complaint or grievance. They argue that the situation has beentaken care
of in the negotiated contact. The management and the worker follow theprovisions therein.
Grievances are those defined by the contract, and the process fordealing with the grievances
is clear to all concerned and specified with the time spanfor each stage.

(2) HUMAN RELATIONS APPROACH

The basis of the emergence of this philosophy is human relations school. Theemployee and
his specific problem are the major concern. The managersympathetically listens to grievances
in a professional manner so as to help theindividual overcome his problem, the fundamental
assumption being that individualsare more important than production targets. It is quite
likely that understanding themneeds and grievances will help in attaining production targets,
but primarilyindividuals are the end rather than a means to an end.The legalistic and the
human relations approach can have various variationsindividually or in combination in
different situations. Different organisations havecombinations of both.

(3) OPEN-DOOR AND STEP-LADDER APPROACH

Channels of handling grievances should be carefully developed and its informationshould be

disseminated amongst the employees. It is necessary that employees knowthe channels
through which they ventilate their grievance. There are two proceduresfor the settlement of
grievances - open-door policy and step-ladder procedure.Some companies have an informal
and open - door policy for grievances handling andemployees are free to go up the top-level
executives with their grievances for redressal.

STEPS IN GRIEVANCE HANDLING

34
At any stage of the grievance machinery, the dispute must be handled by somemembers of
the management. In grievance redressal, responsibility lies largely withthe management.
Since the magnitude and nature of grievances indicates the state oforganizational health,
projects the shop floor culture and shows the leadership quality,establishment of grievance
resolution mechanism for managing them is of utmostimportance in organizational settings.
Grievances should be redressed promptly at thefirst stage itself. The following steps will
provide a measure of guidance to themanager dealing with grievances.

Flippo6 describes five steps for managers in handling a grievance. These include:

1. Receiving and Defining the Nature of the Dissatisfaction

The supervisor should receive the grievance in a manner which itself is satisfying tothe
individual. It involves his leadership style. It has been observed that employee
enteredsupervisors cause fewer grievances than production-centred supervisors.The
supervisors should attempt to define the problem adequately rather than dealingwith the
ambiguous feelings. They must listen to the complaints and grievancescarefully to reach the
facts.

2. Getting the Facts

Efforts should be made to separate facts from the opinions and impressions. Facts canbe
obtained easily if proper records are maintained by the supervisor regardingspecific
grievances and individuals’ attendance, ratings and suggestions.

3. Analysing the Facts and Reaching the Solution

The supervisor or manager must analyse the facts to reach a decision. Thedecisions should be
reached carefully because they will be precedents for thefuture. While no time should be lost
in dealing with them, it is no excuse to beslipshod about it. Grievance settlements provide
opportunities for managements tocorrect themselves. Union pressures may temporarily bring
union leadership closerto the management, but it will surely alienate the workforce away
from themanagement.

4. Applying the Answer

35
The supervisor has to effectively communicate the decisions to the individuals even ifthey are
adverse in nature. The answers to the aggrieved individuals must be based onlegitimate
grounds.

5. Follow Up
The follow-up of the grievance should be made to determine as to whether or not theclash of
interest has been resolved. In situations where follow-up indicates that thecase gas been
handled unsatisfactorily, the former four steps should be repeated.

Some of the common pitfalls that management commits in grievance handling

relate to:
(a) Stopping the search for facts too soon;
(b) Expressing a management opinion before gathering full facts;
(c) Failing to maintain proper records;
(d) Arbitrary exercise of executive discretion; and
(e) Settling wrong grievances.
The management should attempt to avoid thee errors. Indeed, effective handling of
grievance facilitates the integration of interests.

NEED FOR GRIEVANCE PROCEDURE

The formal mechanism for dealing with worker’s discontentment and dissatisfactionis called
the grievance procedure. It is generally a formal system of several stepsthrough which an
affected employee can take his grievance to successively higherlevels of management for
redressal. The grievance-procedure is a problem solving,dispute settling machinery. It is a
device by which grievances are settled, generally tothe satisfaction of trade union / employee
and management win - win situationinstead of win - lose situation.

According to Mangrulkar, “a grievance-procedure is essential because it bringsuniformity in

the handling of grievances.” It gives confidence to workers that hiscomplaint will be
investigated and a decision will be taken in a reasonable period oftime.

36
The purpose of a grievance procedure is to:
1. Let aggrieved employees know what to do if they have a grievance and where tolook for or
appeal to.
2. Check on arbitrary management decision, by providing a system for appeals atleast three
levels above the level at which such grievances occur. However, theless frequently the higher
levels are used, the more effective they become.
3. Promote fair and equitable treatment and personnel practices that have regard tothe rights
of the employee. The superiors will be more careful in their arbitraryuse of power and
authority.
4. Assist in minimising discontent and dissatisfaction that may have adverse effectupon
cooperation and productivity.

INFORMAL GRIEVANCE PROCEDURE

The Labour Research Department (1995) conducted a survey of the grievance proceduresof
85 organisations. They found that the majority of complaints are resolved in aninformal way,
making it unnecessary to raise them as a formal grievance. InformalGrievance Procedures
seem to be just as important in an organisation as informaldisciplinary procedures. However,
a small number of complaints will not be resolvedinformally and for these it is necessary to
have a grievance procedure.

FORMAL GRIEVANCE PROCEDURE

In order that both employees and managers are clear about how to handle grievance,
agrievance procedure should be designed and issued to all employees. The main purpose
insome cases is to involve various groups in the design of a procedure to suit a
particularorganisation. A suitable format for the grievance procedure might be to use
similarheadings to those used in the design of a disciplinary procedure. Suitable headings
could be:

(a) The purpose and scope of the grievance procedure.

(b) The principles that underlie the procedure.
(c) The stages in the grievance procedure.
(d) Exceptional circumstances.(e) The appeals procedure.

TYPES OF GRIEVANCE PROCEDURE

37
A grievance is an embryo of more serious trouble to come because accumulation ofminor
grievances may lead to major explosions. Therefore prompt and effectivehandling of
grievances is the key to industrial peace. This calls for a systematicprocedure of grievance
handling for just and speedy disposal of grievances. There aretwo types of grievance
procedures for redressing the grievances of the employees.These include:

I. Open-Door Policy
II. Step-Ladder Procedure

I. OPEN-DOOR POLICY
Some organisations extend a general invitation to their employees to informally dropin the
managers’ room any time and talk over their grievances. Under this procedure,the employees
are free to meet the top executive of the organisation and get theirgrievances redressed. Such
a policy may work well in the small organisations, but inbig organisations this may not be
practicable because the top executive will be toobusy in other matters. Another disadvantage
of this policy is that lower level andmiddle level executives feel bypassed. This may
complicate the human relationsproblems. Moreover, top management is not too familiar with
the working conditionsof the operative employees. It may be difficult for it to attend to
employee grievancesbecause of lack of sufficient information. Lastly, it is also said that the
open-doorpolicy is suitable for executives to walk through and not the operative employees.
Theemployees may even hesitate to go to top executives with their grievances. Because
ofthese difficulties, step- ladder procedure may be adopted.

DISADVANTAGES OF OPEN-DOOR POLICY

1. It prevents the supervisor from getting prompt, first-hand information that isstated or
implied in a complaint. First level supervisors need this kind ofinformation whether it
concerns allegedly unsatisfactory work conditions ormerely the feelings of some disgruntled
employees.

2. When the complainant does not go directly to the first level supervisors, membersof the
higher management and personnel officers lose a valuable opportunity toassess the skill of
supervisors in the leadership aspects of their job.
38
3. An executive, who looks into a complaint and settles it on the spot, is steppingout of the
executive role. Time and thought are spent doing the work of lower levelsupervisor.

4. The open-door policy inevitably weakens the authority of managementrepresentatives who

are bypassed. First level supervisors lose face with theirimmediate organisational superiors
and with their subordinates as well, whendissatisfied employees can go straight to the top or
to personnel. And allrepresentatives of line management lose authority that they need when
personnelofficers are encouraged to step out of their advisory role and make line decisions.

II. STEP-LADDER PROCEDURE

Under this procedure, the aggrieved employee has to proceed step by step in gettinghis
grievance heard and redressed as shown in figure 3a. Firstly, he has to present hisgrievance in
writing to his supervisor or foreman. If he is not satisfied with hisdecision, he may go to the
head of the department. There may by a joint grievancecommittee after the decision of the
head of the department is not acceptable to theemployee. If the committee also fails to redress
his grievance, the matter may bereferred to the chief executive. The grievance procedure will
be said to be exhaustedif the chief executive is also not able to redress the grievance. The
workers should nottake any action against the management (such as going to the labour union
or labourcourt) until the whole grievance procedure has been exhausted.The grievance
assumes the form of a conflict after the worker is not satisfied with thedecision of the chief
executive. For maintaining industrial peace in the plant, it isadvisable to refer such grievance
to the voluntary arbitration. The award of thearbitrator should be binding on both the parties.

GUIDING PRINCIPLES FOR A GRIEVANCE PROCEDURE

It is advisable to set up an effective grievance procedure in the organisation. Theprocedure
should be flexible enough to meet the requirements of the organisation. Itshould be simple so
that an average employee is able to understand it.Clause 15 of the Model Standing Orders
in Schedule 1 of the IndustrialEmployment (Standing Orders) Central Rules 1946 specifies
that, “All complaintsarising out of employment including those relating to unfair treatment or
wrongfulexaction on the part of the employer or his agent, shall be submitted to the manager
orany other person specified in his behalf with the right to appeal to the employers”.In some
industrial units, however, detailed grievance procedure has been worked outby mutual
39
agreement. In the absence of a satisfactory grievance procedure, day-to-daygrievances are
allowed to pile up, with the result that the accumulated discontentculminates some time or the
other in cases of indiscipline, strikes etc. In what follows;therefore, an attempt has been made
to draw up Guiding Principles for a GrievanceProcedure. It is realised that it may not be
possible to apply all these principles inrespect of each and every industrial unit. However, all
units should endeavour toconfirm, as much as possible, to these principles.Though such a
procedure will vary in different organisations, yet the followingprinciples should be observed
while laying down a grievance procedure.

1. A grievance should be dealt with in the first instance at the lowest level; that isto say, an
employee should raise his grievance with his immediate superior. Itmay be simple to settle it
on the spot and that will be the end of it. Even if itcannot be settled at that level, the man’s
superior will know what is happening.This is necessary not only to maintain his authority, but
also to prevent him frombeing aggrieved, as he will certainly be, if he is by-passed and later
hears of thecomplaint from his own superior.
2. It must be clear to the employee what line of appeal is, so that if he cannot getsatisfaction
from his immediate superior, he may know the next higher authorityto whom he can go.
3. Since delay causes frustration and tempers may rise and rumours spread aroundthe work, it
is essential that grievances should be dealt with speedily.
4. It must be clearly understood in establishing a grievance procedure that if thegrievance is
against an instruction given by a superior, it is in the interest ofdiscipline that instruction must
be carried out. Only then can the employeeregister his protest and set in motion the
procedure.
5. The grievance procedure should be set up with the participation of the employeeand it
should be applicable to all in the organisation. It should be agreed thatthere would be no
recourse to the official machinery of conciliation unless theprocedure has been carried out
and there is still dissatisfaction. Moreover, theremust not be direct action on either side,
which might prejudice the case or raisetempers while the grievance is being investigated.In
handling grievances the executive should remember that it takes a long time to gainthe
confidence of employees, but it can be lost overnight by a foolish decision or inapthandling
of a single grievance. Every grievance must be considered importanthowever insignificant it
appears. Eternal vigilance is not only the price of liberty butalso of good industrial relations.

40
Labour and management should solve their difficulties through the process ofbargaining and
negotiation. Actually, this does not always happen. Hence, it isnecessary to provide for the
services of third person - arbitrator - to help in solvinggrievances.The grievance procedure
should ensure the speedy redressal of the grievances andmust be capable of ensuring a sense
of satisfaction to the individuals concerned. Asfar as possible, the procedure should have a
limited number of steps with theprovision for at least one appeal.

ADVANTAGES OF HAVING A GRIEVANCE PROCEDURE

In order to develop mutual trust and cooperation in day-to-day relations at the shop
floorlevel, it is necessary that an effective system of grievance redressal be provided.If the
grievance redressal system is effective it will reduce the incidence ofdissatisfaction amongst
employees and may even prevent work interruptions. Thisalso helps in cementing a long-term
understanding and cooperation between theworker and the management.

The following are some of the distinct advantages of having a grievances handlingprocedure:

(a) The management can know the employees’ feelings and opinions about thecompany’s
policies and practices. It can feel the ‘pulse’ of the employees. Tothe management, the
grievance procedure provides a means “to keep check onrelevant diagnostic data on the state
of the organizations health.”

(b) With the existence of a grievance handling procedure, the employee gets achance to
ventilate his feelings. He can blow off his ‘steam’ through an officialchannel. Certain
problems of workers cannot be solved by first line supervisors,for these supervisors lack the
expertise that the top management has, by virtueof their professional knowledge and
experience.

(c) It keeps a check on the supervisor’s attitude and behaviourtowards theirsubordinates.

They are compelled to listen to subordinates patiently andsympathetically.

41
LIMITATION OF THE STUDY

 The sample size was restricted to 100

 Personal interview was not allowed.

42
DATA ANALYSIS
&
INTERPRETATION

43
DATA ANALYSIS AND INTERPRETATION

Distribution of respondents regarding Temporary relief

Table: 5.1

Sl. No. Temporary No. of Percentage

relief respondents

1 Yes 81 81%

2 No 19 19%

Total 100
100%

Inference:

From the above table it is inferred that 81% of respondents state that they are being provided
with temporary relief and 19% stating they are not being provided relief.

Distribution of respondents regarding Temporary relief

Chart No: 5.1

90
81
80

70

60
percentage

50 yes
40 no

30
19
20

10

0
no.of respondence

44
 Distribution of respondents based on age

Table: 5.2

S.no Age Frequenc Percentage

y

1 19-25 44 44%

2 26-30 16 16%

3 30 40 40%
above

Total 100 100%

Inference:

From the above table it is inferred that 44% of respondents are between the age group 19-25
and 16% are between the age group 26-30 and 40% are between the age group 30 above.

Distribution of respondents based on age

Chart No: 5.2

no.of. resondence

19-25
40% 44% 26-30
30 above
16%

45
 Distribution of respondents towards supervisors’ level of skill

Table: 5.3

Supervisor
S.no. possess necessary Frequency Percentage
skill

1 very highly skilled 90 90%

2 moderately skilled 10 10%

Total 100 100%

Inference:

From the above table it is inferred that 90% of respondents state that their supervisor are
highly skilled and 10% state that their supervisor is moderately skilled.

Distribution of respondents towards supervisors’ level of skill

Chart No: 5.3

FREQUENCY
PERCNTAGE

90

10

VERY HIGH SKILL MODERATLY SKILL

46
 Distribution of respondents towards decision given

Table: 5.4

S.no. Decision Frequenc Percentage

given is y
satisfactor
y or not

1 Highly
satisfactory 67 67%

2 Moderately 33 33%
satisfactory

Inference:

From the above table it is inferred that 67% of respondents are highly satisfied towards the
decision given by the management and 33% of respondents are moderately satisfied towards
the decision.

Distribution of respondents towards decision given

Chart No: 5.4

frequency
80
67
70
60
percentage

50
40 33
30
20
10
0
highly satisfactory moderatly satisfactory

47
 Distribution of respondents towards mechanism followed resolves grievance or
not

Table: 5.5

S.no Mechanis No. of Percenta

m resolves responder ge
grievance s
or not
56 56%
1 yes
44 44%
2 no

Total 100 100%

Inference:

From the above table it is inferred that 56% of respondents agree that mechanism resolves
grievance and 44% of respondents disagree that mechanism does not resolve grievance.

Distribution of respondents towards mechanism followed resolves grievance or not

Chart No: 5.5

no.of respondence

44

56

yes no

48
 Distribution of respondents towards importance given to discussion and conference

Table: 5.6

S.no. Discussion No. of Percentag

and responder e
conference s
1 strongly agree 90 90%

2 Agree 10 10%

Total 100 100%

Inference:

From the above table it is inferred that 90% of respondents strongly agree that discussion and
conference is facilitated and 10% of respondents agree that discussion and conference is
facilitated.

Discussion and conference

Chart no. 5.6

no.of respondence
50
45
45
40
35
percentage

30
25
20
20
15
10
5
0
wages and salary working condition

49
Distribution of respondents towards what is your grievance

Table: 5.7

S.no What is No. of Percenta

your responder ge
grievance
1 Wages and 45 45%
salary

2 Working 20 20%
condition

3 promotions 35 35%

Total 100 100%

Inference:

From the above table it is inferred that 45% of respondent’sgrievance in wages and salary and
20% of respondent’sgrievance in working condition and 35% 0f respondent’s grievance in
promotion.

Distribution of respondents towards what is your grievance

Chart No: 5.7

no.of respondence

wages and salary

35%
45% working condition
promotions
20%

50
 Distribution of respondents based on qualification

Table: 5.8

S.no. Qualification Frequency Percentage

1 higher secondary 40 40%

2 diploma 25 25%

3 under graduate 35 35%

Total 100 100%

Inference:

From the above table it is inferred that 40% of respondents are qualified up to higher
secondary, 25% of respondents are diploma and 35% are under graduate.

Distribution of respondents based on qualification

Chart No: 5.8

frequency
higher
45 secondary, 40 under
40 graduate, 35
35
30
percentage

diploma, 25
25
20
15
10
5
0
higher secondary diploma under graduate
frequency 40 25 35
Qualification

51
 Distribution of respondents towards share grievance with colleague

Table: 5.9

S.no. Share No. of Percentag

grievance responder e
with colleague s
1 Always 87 87%

2 Sometimes 13 13%

Total 100 100%

Inference:

From the above table it is inferred that 87% of respondents agree that always share grievance
with colleague is facilitated and 13% of respondents agree that sometimes share grievance
with colleague is facilitated.

Distribution of respondents towards share grievance with colleague

Chart No: 5.9

share grievance with colleague

0, 0%
[PERCENTAGE]

always
sometimes

[PERCENTAGE]

52
Distribution of respondents towards work culture supportive

Table: 5.10

S.no Work culture Frequency Percentage

supportive

1 Mostly 58 58%

2 Sometimes 32 32%

3 rarely 10 10%

Total 100 100%

Inference:

From the above table it is inferred that58 % of respondents are agreeing mostly work culture
is supportive, 32% of respondents are agree with sometimes work culture is supportive and
10% of respondence are rarely work culture is supportive.

Distribution of respondents towards work culture supportive

Chart No: 5.10

Respondence
70
mostly, 58
60
50 sometimes, 3
40 2
30
20 rarely, 10
10
0
mostly sometimes rarely
percentage 58 32 10

53
 Distribution of respondents towards do you feel open to share your grievance

Table: 5.11

S.no. Do you feel No. of Percentage

open to share respondents
your
grievance
1 Yes 100 100%

Total 100 100%

Inference:

From the above table it is inferred that 100% of respondents agree with feel open to share
your grievance.

Distribution of respondents towards do you feel open to share your grievance

Chart No: 5.11

feel open to share your grievances

1.2
100%
1

0.8

0.6

0.4

0.2
0 0
0
yes

54
 Distribution of respondents towards aware of redressal procedure

Table: 5.12

Sl.No. Aware of No. of Percentag

redressal respondents e
procedure

1 yes 85 85%

2 no 15 15%

Total 100 100%

Inference:

From the above table it is inferred that 85% of respondents agree with aware of grievance
redressal procedure and 15% of respondents disagree that aware of grievance redressal
procedure.

Distribution of respondents towards aware of redressal procedure

Chart No: 5.12

Aware of redressal procedure

no
15%

yes
85%
yes no

55
 Distribution of respondents towards coordinate & cooperation facilitate through mutual
understanding

Table: 5.13

S.no. Coordinate No. of Percentage

&cooperation respondents

1 yes 43 43%

2 no 57 57%

Total 100 100%

Inference:

From the above table it is inferred that 43% of respondents agree with coordinate and
cooperation facilitate through mutual understanding and 57% of respondents disagree that
coordinate and cooperation facilitate through mutual understanding.

Distribution of respondents toward coordinate and cooperation facilitate through mutual

understanding

Chart No: 5.13

coordinate and cooperation

60 57

50
43
40
percentage

30

20

10

0
yes respondence no

56
 Distribution of respondents towards supervisor given authority to take action

Table: 5.14

S.no. Supervisor No. of Percentage

given respondents
authority to
take action

1 Has given 90 90%

authority

2 Does not given 10 10%

Total 100 100%

Inference:

From the above table it is inferred that 90% of respondents agree with supervisor given
authority to take action and 10% of respondents agree with supervisor does not given
authority to take action.

Distribution of respondents towards supervisor given authority to take action

Chart No: 5.14

SUPERVIOSR GIVEN
AUTHORITY TO TAKE ACTION

has given authority does not given authority

does not given
authority
10%

has given
authority
90%

57
 Distribution of respondents towards proper records maintained

Table: 5.15

S.no. Proper No. of Percentage

records respondents
maintained

1 Yes 35 35%

2 no 65 65%

Total 100 100%

Inference:

From the above table it is inferred that 35% of respondents agree with proper records are
maintained and 65% of respondents disagree with proper records are not maintained.

Distribution of respondents towards proper records maintained

Chart No: 5.15

proper records mintained

70

60

50
percentage

40

30

20

10

0
yes no

58
Distribution of respondents towards positively and friendly approach

Table: 5.16

Positively and
S.no. friendly No. of Percentage
approach respondents

1 Yes 35 35%

2 no 65 65%

Total 100 100%

Inference:

From the above table it is inferred that 35% of respondents agree with positively and friendly
approach and 65% of respondents disagree with positively and friendly approach.

Distribution of respondents towards positively and friendly approach

Chart No: 5.16

positively and friendly approach

yes
35%

no
65%

yes no

59
 Distribution of respondents towards discuss your grievance with immediate superior

Table: 5.17

S.no. Discuss your No. of Percentage

grievance respondents
with
immediate
superior

1 Yes 34 34%

2 no 66 66%

Total 100 100%

Inference:

From the above table it is inferred that 34% of respondents agree with discuss grievance with
immediate superior and 65% of respondents disagree with grievance is not discuss with
immediate superior.

Distribution of respondents towards grievance discuss with immediate superior

Chart No: 5.17

respondence
70 66

60

50
percentage

40 34
30

20

10

0
yes no

60
 Distribution of respondents towards management gather all relatively fact about grievance

Table: 5.18

S.no. management No. of Percentage

gather all respondents
relatively fact
about
grievance

1 Yes 60 35%

2 no 40 65%

Total 100 100%

Inference:

From the above table it is inferred that 60% of respondents agree with management gather all
facts about grievance and 40% of respondents disagree with management gather all facts
about grievance.

Distribution of respondents towards management gather all relative facts about grievance

Chart No: 5.18

gather all facts about grievances

40%
[PERCENTAGE
]

yes no

61
 Distribution of respondents towards grievance redressal is one of the components of job
satisfaction

Table: 5.19

S.no. Grievance redressal No. of Percentage

is component of job responde
satisfaction rs

1 Agree 30 30%

2 Neutral 20 20%

3 Disagree 50 50%

Total 100 100%

Inference:

From the above table it is inferred that 30% of respondents agree with grievance redressal is
one of the component of job satisfaction and 20% of respondents neutral with grievance
redressal is one of the component of job satisfaction and 50% of respondents disagree with
grievance redressal is one of component of job satisfaction.

Distribution of respondents towards management grievance redressal is one of the

components of job satisfaction

Chart no: 5.19

60
50
50

40
percentage

30
30
20
20

10

0
agree neutral disagree
respondence

62
ANALYSIS USING CORRELATION
To know whether there is correlation between causes of various grievances

Let Xbe No. of respondents (yes) in causes of grievance handling.

Let Y beNo. of respondents (no) in causes of grievance handling.

Table 5.20

s.no. Causes of No of Rank No of Rank d total

grievances respondence(yes) of x respondence(no) of y
X y
1 Wages & 64 2 36 4 -2 2 100
salary
2 Working 72 1 28 5 -4 16 100
condition
3 Promotion 30 3 7 3 0 0 100
4 Policy clarity 20 5 80 1 4 16 100
and
understanding
5 Workload 26 4 74 2 2 4 100
total 40

N ∑
5 25 40

6∑
r=1 - n( – 1)

r=1

Inference:

From the above table it is inferred that 64% of respondents agree with causes of grievance is
wages and salary and 72% of respondents agree with causes of grievance is working
condition and 30% of respondents agree with causes of grievance is promotion and 20% of
respondents agree with causes of grievance is policy clarity and understanding and 26% of
respondent agree with causes of grievance is workload.Since the value of r is equal to one the
variables are positively correlated.

63
 Chart no:5.20

90 80
80 72 74
70
70 64
60
50
40 36
28 30
30 26
20
20
10
0
working
wages promotion policy workload
condition
no of respondents(yes) 64 72 30 20 26
no of rerspondents (no) 36 28 70 80 74

no of respondents(yes) no of rerspondents (no)

64
 ANALYSIS USING CHI SQURE TEST OF INDEPENDENCE
ATTRIBUTES

To know whether there ischi square test between temporary relief

accepted and not accepted

Table 5.21

Temporary accepted Not Total

relief accepted
Temporary 20 30 50
relief
provided
Temporary 40 10 50
relief not
provided
Total 60 40 100

N DF
100 1 16.66

( − )

=
(a+b)(b+d)(a+b)(c+d)

=16.66

65
RESULT:
Calculated value > Table value

Therefore, null hypothesis is rejected.

Hence there is no significant association between the acceptance and not acceptance in
provided temporary relief.

Inference:

From the above table it is inferred that 20 respondents are accepted temporary relief and 30
respondents not accepted temporary relief.

CHART NO 5.21

Temproray relief
45 40
40
35 30
30
25 20
20
15 10
10
5
0
temprorary relief is provided temproray relief is not provided
accepted 20 40
not accepted 30 10

accepted not accepted

66
SUMMARY OF
CONCLUSIONS

67
FINDINGS OF THE STUDY

1. 81%of respondent’s state that they are being provided with temporary relief until final
decision is taken.

2. 44% of respondents are between the age group 19-25.

3. 90% of respondents state that their supervisor are highly skilled.

4. 67% of respondents are highly satisfied towards the decision given by the management.

5.56% of respondents agree that mechanism resolves grievance.

6. 90% of respondents strongly agree that discussion and conference is facilitated

7.45% of respondent’s grievance in wages and salary.

8. 40% of respondents are qualified up to higher secondary.

9. 87% of respondents agree that always share grievance with colleague is facilitated.

10. 58 % of respondents are agreeing mostly work culture is supportive.

11. 100% of respondents agree with positively and friendly approach.

12.85% of respondents agree with aware of grievance redressal procedure.

13. 43% of respondents agree with coordinate and cooperation facilitate through mutual
understanding.
14. 90% of respondents agree with supervisor given authority to take action

15. 35% of respondents agree with proper records are maintained.

68
16. 35% of respondents agree with positively and friendly approach.

17. 65% of respondents disagree with grievance is not discuss with immediate superior.

18. 60% of respondents agree with management gather all facts about grievance.

19. 30% of respondents agree with grievance redressal is one of the component of job
satisfaction.

20. 72% of respondents agree with causes of grievance is working condition.

69
SUGGESTIONS AND RECOMMENDATIONS

1. Job descriptions, responsibilities should be as clear as possible. Everyone should be

informed of company’s goals and expectation including what is expected from each
individual.

2. Informal counselling helps to address and manage grievances in the workplace.

3.open door policy can be used. The barriers that exist between the various categories are to
some extent broken by personal contact and mutual understanding.

4. Suggestion boxes can be installed. This brings the problem or conflict of interest to light.

5. Accident rates, Requests for transfers, Resignations, and disciplinary cases should be
analyzed since they reveal the general patterns that are not apparent.

6. Temporary relief can be provided so that the delay does not increase his frustration and
anxiety and thereby not affecting his / her morale and productivity.

70
CONCLUSION

Grievances emerge out of the dissatisfaction of workers it may be as an individual orgroup.

Grievances are the expressed complaints about workingconditions andenvironment in which
employee work. It is related with day to day work. Nature of grievance may be atindividual
or at group level, immediateattention and patient hearing from superior is required for
amicable industrial relations. Effective grievance handling is an essential part ofcultivating
good employee relations and running a fair, successful, and productive workplace.It is
advisable to set up an effective grievance procedure in the organization. Theprocedureshould
be flexible enough to meet the requirements of the organization. It should be simple sothat an
average employee is able to understand it.

71
APPENDIX

72
BIBLIOGRAPHY

1. https://en.wikipedia.org/wiki/Grievance_(labour)
2. https://consumerhelpline.gov.in/about
3. http://www.businessmanagementideas.com/human
-resources-management/grievance
handling/grievance-handling
need-and-elements/4618
4. https://grievances.maharashtra.gov.in/en

73
QUESTIONNAIRE

PERSONAL DETAILS
1) Name:
2) Gender:
Male
Female
3) Age:
i.19-25
ii.26-30
iii.31 and above
4) Educational qualification:
I. Higher secondary
ii. Diploma
iii. Under graduate
iv. Post graduate
5) Marital status:
I. Married
ii. Unmarried
1) What is your grievance?
a) wages & salary b) working condition c) promotion d) others

2) Do you feel open to share your grievances?

a) Yes b) No

3) Do you feel that the supervisor possesses necessary human relation skills in terms of
Understand your problem?
a) Very highly skilled b) Moderately skilled c) Not skilled

4) Are the matters relevant to the grievance kept confidential?

a) highly confidential b) Not kept confidential

5) Are the procedures for conveying grievance simple and easy to utilize?
a) Very simple b) Difficult to utilize

74
6) Is the supervisor given authority to take action necessary to resolve the problem?
a) Has given authority b) Does not have authority

7) Are proper records maintained on each grievance?

a) Yes b) No

8) Do you share grievance with your colleague?

a) always b) sometimes c) never

9) do you directly go and discuss your grievance with your immediate superior when a
Grievance arises?

a) yes b) no

10) Are you aware of grievance redressal procedure followed in your organisation?

a) yes b) no

11) Is the grievance handling procedure is explained to you?

a) yes b) no

12) Are you satisfied with the management regarding decision your grievance?

a) agree b) strongly agree c) disagree d) neutral e) strongly disagree

13) grievance redressal is one of the major components of job satisfaction?

a) agree b) strongly agree c) disagree d) strongly disagree d) neutral

14) does management gather all relevant facts about grievance?

a) yes b) no

15) How do you feel about the decision given corresponding to your grievance? Is it
a) Highly satisfactory b) Moderately satisfactory c) No satisfaction

75
16) Is there any temporary relief provided until proper decision is made so that it does not
raise any adverse effects within the organization?
a) Yes b) No

17) If the decision is not satisfactory are you given opportunity to take it to higher officials?
a) Yes b) No

18) Are proper records maintained on each grievance?

a) Yes b) No

19) Is work culture supportive in your organization?

a) Mostly b) Rarely c) Sometimes d) Not at all

20) How often you face grievance in your organization.?

a) Mostly b) Rarely c) Sometimes d) Not at all

21) How much times your superior takes on a complaint (duration of handling process)?
a) 2 Weeks b) 6 Weeks c) Indefinite d) Depends upon level

22) Is an atmosphere of cordiality and co-operation facilitated through mutual discussion and
conference?
a) Yes b) No

23) Is there a positive and friendly approach during grievance handling?

a) Yes b) No
24) Do you feel that discussion and conference is given more importance rather than
executive authority?
a) Strongly agree b) Agree c) Disagree d) Strongly disagree
25) Are proper records maintained on each grievance?
a) Yes b) No

76
77