"A STUDY ON THE EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM AT FOREST

INDUSTRIES TRAVANCORE LTD"

THAIKKATUKARA, ALUVA

A project report submitted to

MAHATMA GANDHI UNIVERSITY KOTTAYAM

In partial fulfilment of requirements for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted By
ANANTHAGOPAL.V
REG. NO. 210021083084
2021-2024
Under the Guidance of
Mrs. SANGITA KUMARI
DEPARTMENT OF BUSINESS ADMINISTRATION

SAS SNDP YOGAM COLLEGE, KONNI

(Affiliated to MG University, Kottayam)
DECLARATION

I, ANANTHAGOPAL.V student of SAS SNDP YOGAM COLLEGE, KONNI would like to declare that the project
entitled on “A STUDY ON EFFECTIVE OF GRIEVANCE HANDLING SYSTEM AT FOREST INDUSTRIES
TRAVANCORE LIMITED, THAIKKATTUKARA P.O ALUVA “submitted to Mahatma Gandhi University, in partial
fulfilment of the requirement for the award of the degree of BACHELOR OF BUSINESS ADMINISTRATION of
original work done by me under the guidance of Associate professor of the department Mrs. Sangita Kumari.

Place: Konni ANANTHAGOPAL.V

Date: (Reg. no 210021083084)
 ACKNOWLEDGEMENT

Apart from my efforts the success of this project titled EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM
depends largely on the encouragement and support of many others. My sincere thanks are due to all who
have helped me in various ways in the course of the project

I express my gratitude to our Principal Prof. Dr. Kishor Kumar B.S for providing all necessary facilities for
completing the project work. We take this opportunity to express our heartfelt thanks and gratitude to Mrs.
Sangita Kumari (BBA) Head of the department of Business Administration, for the valuable support and
guidance.

We are thankful to our guide Mrs. Sangita Kumari for the keen interest and continues encouragement,
which had inspired as throughout the study.

We express our sincere thanks to all faculty members, friends, library facilities provided and well wishes for
their cooperation in completing this project.

We remember with gratitude owners and all the members of organisations for their valuable support and
cooperation.

I am highly indebted to FOREST INDUSTRIES TRAVANCORE LTD for giving me an opportunity to do the
project in the company.

Above all we thank god “The Almighty” for the benevolence he had shown to us for the successful
completion of this project

ANANTHAGOPAL.V
 TABLE OF CONTENTS

Sl. No. CHAPTERS PAGE NO.

1 INTRODUCTION

1.1 Introduction

1.2 Problem definition

1.3 Objectives of the study

1.4 Scope of the study

1.5 Limitation of the study

2 LITERATURE REVIEW

3 INDUSTRY PROFILE
3.1 Brief History of the industry
3.2 Industrial performance- Global, National & Regional
3.3 Prospects &Challenges in the Industry

4 COMPANY PROFILE
4.1 Brief History of the Organisation & Current Board of Directors/
Organisational Chart
4.2 Mission, Vision Statement and Quality policy followed
4.3 Business Process of the Organisation- Product Profile
4.4 Strategies - Business, Pricing, Management
4.5 SWOT Analysis of the Company

5 RESEARCH METHODOLOGY
5.1 Statement of the Problem
5.2 Research Design
 5.3 Sample Design
5.3.1 Population
5.3.2 Sampling Technique
5.3.3 Sampling Size
5.4 Data Collection Design
5.4.1 Data Sources
5.4.2 Data Collection Tools
5.4.3 Data Analysis Tool
6 DATA INTERPRETATION&ANALYSIS

7 FINDINGS,SUGGESTIONS&CONCLUSION

ANNEXURE

ANNEXURE 1-QUESTIONNAIRE

ANNEXURE 2-BIBLIOGRAPHY
 CHAPTER 1

INTRODUCTION
1.1 INTRODUCTION

Maintaining quality of work life for its employees is an important concern for any organization. The
grievance handling system of the organization can affect the harmonious environment of the organization.
The grievances of employees are related to work environment, rules or regulations, policy or procedure,
health and safety regulation, Wage, bonus etc. Here the attitude on the part of the management in their
effort to understand the problem of employees and resolve issues amicably have better probability to
maintain a culture of high performance

The project was undertaken at Forest Industries Travancore Limited. Thaikkattukara, ALUVA. The company
engaged in the current business of manufacturing and marketing of wooden furniture, doors, windows, and
joineries since 1963. It became a government company in 1960. Forest Industry Tranvacore Limited is the
only public sector company in Kerala solely engages in business of wood products.

The aim of the study Is to find whether the grievance handling mechanism ensures that employee's
problem are recognized and appropriately reviewed in a prompt and timely manner. The grievance act as a
foundation for harmonious and healthy relationship between employee and employer.

The grievance mechanism ensures a fair and just treatment of employees concern and prompt resolution of
grievance without discrimination, coercion, restraint or reprisal against any employee who may submit or
be involved in the grievances. Management needs to improve the grievance procedure, should provide
good supervision to the employees, need to maintain a good relationship between employees, and
suggestions are given for the further improvement of the procedure so that all employees can be highly
Satisfied. Study reveals that the Grievance handling Procedure is satisfactory.

Further improvements can be made so that all members are satisfied with the procedure. The study reveals
that most of the employees are aware about the grievance handling procedure to redress their grievance.
The suggestions and recommendations when implemented will still more benefit the organization.
1.2 PROBLEM DEFENITION
The study aims to analyse the effectiveness of grievance handling system at Forest Industries Travancore
Limited, Thaikkattukara, Aluva to its employers and employees approach towards the grievance handling
measures.

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE
 To study on the effectiveness of Grievance handling system at FITL, Aluva

SECONDARY OBJECTIVES

 To find out whether the grievance handling mechanism ensures that the employee’s problems are
appropriately reviewed in a prompt and timely manner.
 To analyse the satisfaction level among the employees with the current grievance handling
mechanism
 To know the employees awareness about the grievance handling mechanism in the organization
 To identify the factors influencing the effectiveness of the grievance handling in the organisation .To
find out how the employees present their grievance to the management.

1.4 SCOPE OF THE STUDY

The researcher selected the topic "grievance handling system" and conducted the study on the topic at FIT
limited, Aluva. The number of dispute is ever increasing and the consequences will be harmful to owners,
workers, economy and nation. The proper handling if grievances is one of the important aspect to attain
organizational objectives. So study about the topic has a wide scope. The project throws light on need for
grievance handling mechanism and these study facilities the management for further improvement on the
same. This study will be useful when similar kind of research is undertaken.
1.5 LIMITATIONS OF THE STUDY

 .The information provided by the company assumed to be authentic.

 The sample size was restricted to 50, So the result cannot be generalized
 Some of the employees did not open much, because they felt that it might cause their job.
 Incomplete response from the respondents is the major limitation of the study.
 CHAPTER 2
LITERATURE REVIEW
LITERATURE REVIEW

Gordon and Miller, Allen and Keavney and Klass note 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 filling Further research focusing on
expectancy theory and grievance filling that more fully develops testable hypotheses derived from
expectancy theory seems appropriate.

Bemmels, Reshef, Stratton-Devine are included in the shop stewards assessment of how frequently
employees approach them with complaints. Although most grievances are formally filed by employees, the
initiation of grievance can come from employees or stewards. Complaining to stop 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 who
complained to their stewards is a precursor to grievance filling. 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 procedure 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 of lower rates of written grievances,
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 filling 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 was difficult to interpret from measures reflecting the operation of grievance
procedure 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 filling or when, where and how grievances are being resolved.

Michael Jucius . "A grievance can be discontent satisfaction, whether expressed or not, whether valid or
not, and arising out or anything connected with the company that an employee thinks, believes, or even
feels unfair, unjust, or inequitable" A grievance means any means any discontentment or satisfaction 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 unequitable, thus, a grievance represents a situation in which an employee
feels that something unfavourable to him has happened or is going to happen.

S. Chandra, Grievance Procedure A Survey of Practices In India, 1968, the following causes have been given
to employee grievances Promotions, Amenities Continuity of services, Compensation Disciplinary action,
fines, increments, leave. Medical Benefits, Nature of job, Payment of wages, Acting promotion, Recovery of
does, Safety appliance, Separation, Super session, Transfer, Victimization and Condition of work.

Sikala A.F, Personnel Administration, 1978, is not possible that all the complaints of the employees would
be settled by first-line supervisors, for these supervisors may not have had a proper training for the
purpose, and they may lack authority.

Moreover, there may be personality conflicts and other causes as well". The Indian Institute of personnel
Management Calcutta, in the year 1973, has briefly summarized the grievance procedure as follows In the
first instance, the grievance should be settled at the lowest level, that is, the employee should raise his
grievance with his immediate superior. It should be made clear to the employee that he may appeal if he
does not get satisfaction from his immediate superior. He should know who the next person in the echo of
me to whom he should refer his grievance. The grievance should be speedily doth with. If the grievance is
against any striations issued by the superior, the employee should clearly understand that, in the interest of
discipline, the instructions must first be carried out before the grievance can be considered and decided
upon. It is only when this has been done that the employer will register his protest and set the grievance
handling procedure in motion. It should be clearly understood by the employee that there will be no
recourse to any official machinery till the grievance redressed procedure has been set in motion and that,
in the event the employee is still dissatisfied, there will be no direct action by either party which might
prejudice the case or raise doubts while the grievance is being investigate.

Michael Corcoran, 2006 a solicitor in the Steels employment team, offers advice on grievance procedures
"The aim of a grievance procedure is to encourage consistency, transparency and fairness in the handling of
workplace problems or complaints. It should allow the employer to seek an informal resolution where
appropriate but allow for more formal proceedings should the circumstances demand"
Chapman, Brad J., 1976, observes: "An employee's concern for his job security may prompt a grievance
over a transfer, work assignment, or promotion. Sometimes they had relations between supervisors and
subordinates are to blame: this is often the cause of grievances over fair treatment". Organizational factors
like automated jobs or ambiguous job descriptions that frustrate or aggravate employees are other
potential causes of grievances. Union activism is another cause. For example, the union may solicit
grievances from workers to underscore ineffective supervision. Problem employees are yet another cause
of grievances. These are individuals, who, by their nature, are negative, dissatisfied, and grievance prone".

Sonia Hunter, (Department of management, College of Business and economics, California State University,
Fullerton, California, USA), Brain H. Klenier, A grievance may be defined as any dispute that arises between
an employer and employee, which relates to the implied or explicit terms of the employment agreement
(Britton 1982:12). The validity of a grievance depends upon whether or not there is "just cause" or reason
for such complaint. Certain tests are used in determining whether a company has just cause for disciplining
an employee (BNA Editorial Staff, 1959-1987:1). Some of the most common complaints by employees
include unfair treatment by the employer, broken employment agreement, and employer communications
and defamation. The most common employers complaints are absenteeism, misconduct, insubordination,
substance abuse, unsatisfactory performance, and safety and health violations. For grievance handling to
be effective, the employer has to follow certain guidelines.
 CHAPTER 3
INDUSTRIAL PROFILE
INDUSTRY PROFILE
Furniture industry, all the companies and activities involved in the design, manufacture, distribution, and
sale of functional and decorative objects of household equipment. The modern manufacture of furniture,
as distinct from its design, is a major mass-production industry in Europe, the U.S., and other advanced
regions. It is very largely a 20th-century industry, its development having awaited the growth of a mass
consumer market as well as the development of the mass-production technique. Earlier furniture making
was a handicraft, going back to the most ancient civilizations .

3.1 BRIEF HISTORY OF FURNITURE INDUSTRY

Examples of ancient furniture are extremely rare, but there is considerable knowledge of the pieces made
by craftsmen in China, India, Egypt, Mesopotamia, Greece, and Rome from pictorial representations. Beds,
tables, chairs, boxes, stools, chests, and other pieces were nearly always made of natural wood, though
veneering was known in Egypt, where it was used to produce coffin cases of great durability. The Romans
too used veneers, though chiefly for decorative purposes. Bronze was also used in Roman tables, stools,
and couch frames. Pompeian wall paintings show that plain, undecorated wooden tables and benches were
standard in kitchens and workshops and that panelled cupboards were common. Chests for valuables were
covered with plates or bound with iron.

The early Middle Ages were much poorer in household furnishings of every kind than the Roman world, but
in the 14th and 15th century a growing affluence brought a major revival of furniture making, with many
new types of cupboards, boxes with compartments, and various sorts of desks appearing. The religious
houses in particular were well supplied with furniture. Framed panelling, reintroduced in the Burgundian
Netherlands, quickly spread. The mortise and tenon and mitre provided greatly improved joints. The
growing sophistication technique brought a revolutionary change in the men who made furniture. Where
previously carpenters and joiners had made furniture along with every kind of building construction in
wood, several circumstances combined to create a new profession: that of cabinetmaker. The most
important technical factor was the introduction, or reintroduction, of veneering, first in western Europe,
then in Britain, North America, and elsewhere.

In the earlier system of framework and panel, the framing gave the required strength in both length and
width, the panel being a mere filling held in grooves. Its attractive appearance was the result of highlights
and shadows produced by the framing, moldings, and carving, which formed the chief means of
decoration. The grain of the wood was incidental.

The Introduction of veneering coincided with the use of walnut as a furniture wood. It was soon realized
that the grain of such a wood could be of decorative value, especially as veneering made it possible to use
such visually attractive parts of the wood as burrs, butts, and curls, unreliable if used as solid wood. It
became the custom to have the grain of the veneer generally run crosswise because of its decorative
appearance. Marquetry (a form of inlay in veneer) was another example of the decorative use of the grain
and colour of wood in surfaces unbroken by panelling. In addition to veneering and the new system of
construction it involved, an impetus to the establishment of the trade of furniture making came from the
increasing market demand provided by the growing affluence of the 17th and 18th centuries. In the new
system of construction, plain, flat parts are dovetailed together and then veneered. It can be contrasted
with the traditional framed method of rails and stiles put together with mortise and tenon joints, the
panels fitting in grooves.

Coinciding with this change, or preceding it by a few years, was another breakaway: that of the chairmaker,
who had become another specialized craftsman. At first chair making was closely associated with wood
turning but by the 18th century turned legs were largely replaced by shaped legs of the cabriole type. Chair
making has remained a separate branch of furniture making ever since.

3.2 INDUSTRIAL PERFORMANCE-GLOBAL, NATIONAL, REGIONAL

GLOBAL SCENARIO

The global furniture market can be broadly categorized into four categories domestic furniture, office
corporate furniture, hotel furniture and furniture parts Globally, domestic furniture accounts for 65% of the
production value, while corporate office furniture represents 15%, hotel furniture 15% and furniture parts
5% according to the World Bank study. The organized furniture industry is expected to grow by 20% very
year. A large part of this growth is expected to come from rapidly growing consumer markets of Asia,
implying significant potential for growth in the Indian Furniture sector. The worldwide furniture Industry
promises significant growth opportunity in near future as the global economy and worldwide real estate
industry is booming at the presser moment The growing disposable income is also driving the growth of
worldwide furniture industry. The furniture industry includes manufacturing of a wide range of home
furnishing products and designed interiors related to offices, households and institutions.
The furniture market in developed countries like the US and Europe was heavily affected by the economic
turmoil in 2009, but the market registered growth in 2010. The furniture market in the emerging countries
like China and India has a significant growth opportunity in near future. The market in the emerging
countries is expected to drive the growth of worldwide furniture market in the future. The growth In the
world economy, real estate industry and the urbanization is driving the growth of the worldwide furniture
industry, Low cost furniture producers like China Vietnam are playing a significant role in the competitive
landscape of furniture industry. The furniture producers are focusing more on retailing their products to
attract a customers. However, scarcity of skilled labor, transportation and cost optimization to be significant
challenges to the furniture industry.

The report analyses the global furniture market with focus on UK, US, France, India and China. The drivers,
trends and challenges for the industry have been analysed. The report also profiles the major companies
with a discussion of their key business strategies. By combining data integration and analysis capabilities
with our relevant findings, we have predicted the future growth of the global furniture market. We
employed various significant variables that have an impact on this industry and created regression models
with SPSS Base to determine the future directions of the industry. Before deploying the regression model,
the relationship between several independent or predictor variables and the dependent variable was
analysed using standard SPSS output, including Charts, tables and tests.

Furniture business is a big business. Between 1995 and 2000 trade in furniture worldwide grew by 36%
faster than world merchandise trade as a whole (26.5%) apparel (32%) and footwear (1%) By 2000 it was
the largest low-tech sector, with total global trade worth USS 57.4 billion, exceeding apparel (US$ 51 billion)
and footwear (US$ 36.5 billion) In the European Union (EU), extra-intra furniture imports grew by 20%
from 1995 to 2000

Compared with 17% for total extra-intra EU imports. Furniture has traditionally been a resource and labor-
intensive industry that includes both local craft-based firms, and large volume producers, Mass producing
furniture became a viable manufacturing strategy with the advent of flat pack or ready-to-assemble
designed furniture This product innovation paved the way for the firms to design, manufacture and ship
products in large quantities Firms that mass-produce flat-pack furniture tend to supply products for the low
to medium-price markets Solid wood furniture manufacturers have retained important niche market
segments primarily for high- end, expensive and design-led Products. These specialized products tend to be
purchased locally while mass- produced large-volume products are sold locally and for export.
NATIONAL SCENARIO

As of 2006, the Indian furniture market is estimated to be worth US$ 7922 million. Of this, wooden
furniture accounts for US$ 1358 million. About 11% (US$ 152 million) of this (wooden furniture) is
imported and imports are growing at 50 to 60 percent every year. India was the largest furniture importer
in the world in 2004-05, with a 17% share in the furniture imports worldwide. A total of 10, 476 importers
shipped furniture to India during his period, mainly from Italy, Germany, Spain, China, korea, Malaysia,
Indonesia, Philippines and Japan.

The furniture sector in India makes a marginal contribution to the Gross Domestic Product (GDP),
presenting about 0.5% of the total GDP. The major part of this industry. Approximately 85% is in the
unorganized sector. The remaining 15% comprises of large manufacturers such as, Godrej & Boyce
Manufacturing Co. Lit BP Ergo, Featherlite Haworth, Style Sp, Yantra, Renaissance, Millennium Lifestyles,
Durian, Kian, Tangent, Furniture Concepts, Furniturewala, Zuari Truzo, NR Jasani & Company, V3 Engineers,
PSL Modular Furniture, etc.

The range of indigenous furniture available in India includes both residential and contract system furniture.
Manufacturers in India usually use three- tier selling and distribution structure, comprising of the
distributor, wholesaler and retailer The market is mainly concentrated in A, B and C category cities (the top
589 cities). A and B types cities together constitutes 33% of the total market With a healthy economy and
increased household and institutional spending, the market is growing steadily. As with the global market,
home furniture is the largest segment in the Indian furniture market, accounting for about 65% of furniture
sales. This is followed by, the office furniture segment with a 20% share and the contract segment,
accounting for the remaining 15%.

REGIONAL SCENARIO

In Kerala farms that mass-produce flat-pack furniture tend to supply products for the low to medium price
market. Solid wood furniture manufactures have retained important niche market segment primarily for
high-end, expensive and design-led product. These specialised products tend to be purchased locally while
mass-produced, large-volume products are sold locally and for export.FIT is a Kerala Government
Undertaking under Department of Industries. It is registered under Registrar of companies and registered
as SSI Unit The Unit became a Kerala Government company in the year 1960 The Unit was originally the
agency for FACT for producing wood from Kerala Forest Department. Since 1962, FACT changed their
process and therefore the FACT related operations discontinued from 1963.

From then onwards FIT's main activity is wooden furniture manufacturing to meet needs of Government of
Kerala and Commercial sectors. FIT is the only Government owned company in Kerala solely
engaged in manufacture

of wooden furniture and joineries. Its main strength is half a century's reputation of maintaining
consistently superior quality products both durability and finish.

Major wood based Industries are:

 Hindustan Newsprint LTD

 Grasim Industries, Mulavoor.
 Kerala State Bamboo Corporation

 Travancore Plywood Industries Kerala State Wood Industries LTD., Nilambur

 Forest Industries (Travancore) LTD., Aluva
 Western Indian Plywood
 Punaloor Paper Mills

3.3 PROSPECTUS AND CHALLENGES IN THE INDUSTRY

The furniture industry has a lot of prospects in the global market and the market in our country as well as
some challenges that are been present in every industry that affects the growth and profit generated
through its activities. In the global Market the prospects that's likely to happen is,

a) Global consumption of roundwood is likely to increase by 10% to 2.2 billion cubic meters by 2030,
supported by strong population growth in Asia.

b) The sustainable harvest of existing wood fiber resources is expected to be sufficient to meet rising global
consumption, with wood prices increasing at a rate of 1% annually in nominal terms.

c) Large shifts towards imports of roundwood and woodchips in Asia as sustainable yields of local supplies
reach capacity after some years.

d) Increase in the furniture sales using Augmented reality and other technologies through online methods.

e) Increase in demand for multi-functional, customizable and eco-friendly furniture products that are
created through recycling as well as other efficient methods.
In India the industry has a number of opportunities like that of:

 Up to 2.5x increase in income per capita from 2016 to 2027.

 The rate of growth of wages is significantly lower and rate of growth of productivity is relatively
higher compared to other low-cost countries like China, Vietnam and Thailand.
 Rise in demand from the Residential Sector in the country.
 Growth in expenditure by a rise of three to three to reach 4 trillion in 2025.
 Continued Urbanization will result in India's 40% population living in urban areas in 2025 up
from31% in 2010, and will account for more than 60% of consumption.
 Changing family structure as the proportion of nuclear families has reached 70% and is projected to
increase 74% by 2025. They spend 30% more per capita than joint families.

The industry also faces a lot of challenges. They are:

 Using newer Technologies

 Changes in customer perception
 Increased Competition
 Increased dependence on Online Markets
 Need for sustainable products
 CHAPTER 4
COMPANY PROFILE
4.1 BRIEF HISTORY OF THE ORGANISATION AND CURRENT BOARD OF DIRECTORS

Forest Industries Travancore limited is a company incorporated in 1946 it is a Kerala government

undertaking. situated at Thaikkattukara near Aluva in Ernakulam District of Kerala. The company engaged in
the current business of manufacturing and marketing of wooden furniture, door, windows and since 1963,
the company was incorporated on 10 August 1946 under the travancore companies Act of ME (Malayalam
Era) 1114 with the object of exploiting and selling timber and other forest products from the malayattor
division and elsewhere in the state of Travancore. The initial authorized capital was Rupees I crore (10 lakh
shares of Rupees 10 each). But the authorized capital was revised to Rupees 50 lakh by a special resolution
passed on 31/12/1957, Companies Act of 1956 was made applicable to the company by a special resolution
passed at the annual general meeting held on 27/06/1960,

Government of Travancore, based on an arrangement allowed FACT to extract firewood from an area of 114
square miles in the Malayattoor Forest to manufacture carbon monoxide for their fertilizer unit. In terms of
the object clause, FIT took up the job on behalf of FACT, based on an arrangement with FACT, which was
approved by the government through another agreement between FIT and government. Thus, the
operation of FIT at that time were governed by three agreements viz. agreement between government and
FACT, FACT and FIT, FIT and government. The operations are initially for 20 years.

Forest Industries Travancore Limited became a government company in 1960, when government of Kerala
Acquired majority share. In 1961, Fertilizers and Chemical Travancore Limited changed its technology for
the manufacture of fertilizer and there by agreement with Fertilizers and Chemical Travancore Limited
practically expired. In 1962, a second hand plant for manufacture of furniture was purchased and the same
was installed. The furniture manufacture commenced in 1963. Since the company is engaged in
manufacturing of wooden furniture, joiners and chemical treatment of wood and wooden material.

Forest Industries Travancore Limited is only public sector undertaking in Kerala solely engaged in the
business of wood products. The main customers of the company are the government departments,
organizations, institutes and local bodies. The chief raw material i.e. the timber is obtained from
government owned forest depots by participating in auctions conducted and from private parties through
tender. During early seventies the company started exporting its furniture and allied items to the gulf
countries. During the time the export were made through Kerala State Industrial enterprises (KSIE) But the
export was not very attractive to Forest Industries Travancore Limited because of the presence of the
intermediary. Presently the company is not exporting any of its products And is now entering to the
domestic market only.

SRI.R ANILKUMAR CHAIRMAN

SMT.INDHU VIJAYAN N IFS MANAGING DIRECTOR
SMT.SREEKALA S PANICKER DIRECTOR
SRI.RAVIKUMAR MEENA IFS DIRECTOR

4.2 MISSION, VISION STATEMENT & QUALITY POLICY FOLLOWED

MISSION OF THE COMPANY

The main mission of the company is that the supply of qualified furniture & joineries at competitive price to
customers for customers satisfaction. It concerned for environmental and safety of the company.

VISION

To exploit and sell timber and other forest products from the Malayattoor fore Division and elsewhere in
the State of Travancore. To carry on business as saw mill proprietors, furniture manufactures and to buy.
Sell, grow, prepare for market, export, import and deal in articles of all kinds in the wood.

QUALITY POLICY

They use only high quality wood for their products and hence the durability. FIT's commitment towards
quality. delivery schedules and after sales service has earned the confidence of the customers over the
years. In order to further strengthen the same, we have set up a Quality Assurance Section headed by
qualified and experienced Wood Technologists. We have introduced special brands in product line. All
furniture is aesthetically and ergonomically designed to meet the health requirements of the customers.
4.3 PRODUCT PROFILE

The Forest Industries Travancore Limited was established in 1946, is only government owned company in
Kerala exclusively engaged in manufacture of wooden furniture and joineries. Over the last six decades,
they have served its past quite efficiently to provide high quality furniture at reasonable rate. The high
precision machinery and highly skilled work force ensure that our product attain the best possible quality.
Apart from wooden furniture, they also manufacture steel furniture, does custom interiors, aluminum/steel
fabrication and modular work station for corporate civil/electrical works etc. FIT Limited has a wide range of
home furniture and décor solutions to provide the warmth and comfort of a relaxed family life. The range
includes sofas, cabins, telephone stands, canter tables, corner stand etc....

For bedrooms FIT present more sophisticated, superior and stylish range of furniture, economically
designed bedroom tables and chairs ensure their no wastage of space and provide at most comfort and
relaxation. Thoughtfully designed during dining and kitchen furniture is also available in FIT, the perfectly
designed tables and chairs provide for restful meals. They are acceptable, affordable and are here to stay,
above all. The Forest Industries Travancore Limited produces elegant and value for money product that are
last a lifetime. Being a government of Kerala undertaking, there is no compromise on the quality of the
Product. Only Nilambur teak and other high-qualified woods are used for making furniture and what's
more, all furniture is making in accordance with Vasthu principles. This makes it unique in many ways. From
the assembly buildings to universities to solutions. The company also offer home Packages to suite your
needs and custom designs to suite your budget. We have 500sq cm showroom situated at Thaikkattukara in
our campus. We use only high quality woods for our products and hence the durability. In order to further
strengthen the same, we have set up a quality assurance section headed by qualified and experienced
wood technologist.

FIT is specialized in excellent quality wood products manufactured from superior quality timber by highly
skilled employees, Government has already issued an order directing government department
organization, institutes local bodies etc, to purchase its requirements of wooden items from Forest
Industries Travancore limited without tender formalities

Following are the quality wooden product available in company showroom:

 Dining Table
 Deluxe type setiee set, Round frame type cushion covered with best quality Furnishing cloth
  Cot with ornamental head board & leg board turned pieces.
 Bed side locker with shelf, complete in plywood & Formica
 Dressing table with oval shape mirror with 2 drawers & shelf
 Towel rack with 4 hooks.
 Divan coat turned legs with loose cushion & 2 round pillows without head rest & also with both side
rest board
 TV chair folding type with nylon cloth seat

Raw material used: -

The raw materials presently used as teak, Rosewood, Anjali & hardwood & are available from the
government forest to Forest Industries Travancore Limited. Saw mill takes wood directly, without any kind
of seasoning. Wood has been an integral part of civilization. It is one of the earliest known building
materials other need large inputs of energy to convert it to a usable product. The traditional timber like
Teak, rosewood etc. naturally durable & resistant to bio degrading mechanism in nature. This quality is
inbuilt in these species. With the advent of modern technology & increased demand for wood, the time
between feelings of the tree the point of usage has dramatically come down. This also has a major problem
on the quality of wood. Therefore, artificial seasoning is must.

FIT's main outputs are as follows:

1. Wooden products
2. Modular workstations
3. Interior decorations
4. Aluminium partitions
5. Civil contracts
6. Electrical contracts

4.4 STRATEGIES-BUSINESS, PRICING, MANAGEMENT

BUSINESS STRATEGIES

The Indian furniture market is expected to grow substantially in the coming years. The market by
commercial sector is further sub-segmented into contracting and non-contracting. The demand for the
furniture has been observed to be mainly generated from that of northern and southern India. India is the
fifth largest furniture producer in the world and fourth largest consumer of furniture. The market is been
predicted to reach $37.7 Billion by year 2026,

The business process of every industry looking to make profit always starts with that of a goal and the steps
through which it can be achieved. Business process is the combination of various tasks and activities that
create value in the company or the industry. The basic steps in a business process are simply that of:

 Operation Activities
 Management Activities
 Support Activities

If we categorize these basic steps there will be operational process, management process and support
process and all of these combined gives rise to a number of activities like,

 Strategic planning
 Production activities
 Marketing process
 Budgeting
 Satisfying Customer needs
 Managing financial transactions
 Accounting
 HR management

In the case of the furniture industry the main motive is the creation of profit and value like any other
industry. In order to achieve this goal, the industry should have proper combination of input and output.
The inputs of a furniture industry are mainly wood and other related items which are essential in the
creation of the products that provides value to the customers The designing as well as the pricing also plays
an important role in the success of the industry along with its growth.

Furniture Industry being in growing stage over the past years gives a lot of emphasis on factors related to
financial requirements, marketing, manpower development, planning, and research. Another important
accept in furniture industry is the usage of technology. This is because of the importance machineries play
in furniture manufacturing as it cuts down the time and effort required in making the finished product with
good quality. In furniture making there are a number of steps like cutting, moldings, assembling, polishing
all of which can only be done though the help of adequate machines. Technology used to be automated is
major advantage for the industry.
PRICING STRATEGIES

Pricing is an important factor in every industry as it makes the consumer buy the product and the most
effective price should be selected by a company. Deciding the price can be really a challenging task for most
companies in an industry. The furniture industry is extensively used in everyday life, and due to that reason,
at any moment, need to be

 Affordable,
 Durable, and last but not least:
 Must withstand daily wear and tear

Some examples of pricing strategies that can be used are:

 Competitive Pricing Strategy

 Premium Pricing Strategy
 Discount Pricing Strategy

For example, IKEA in India sell furniture at much cheaper rates compared to other companies during
festival/high-sales season to attract customers. Moreover, certain additional products like chairs and other
items are been offered free of cost along with the product on sale. This can be seen as a discounted price
strategy taken by the company in the market.

4.5 SWOT ANALYSIS OF THE COMPANY

Strength

 75 years of experience in the activity of own manufacturing of Furniture unit.

 Close to the National Highway & Kochi Metro.
 Easy access to the Kochi International Airport.
 Adequate land availability for expansion. We have 9.7 acres of the land for further expansion of the
unit.
 High quality of product.
 Priority to Government purchase.
 Experienced Human Resource available.
 In house technical expertise.
 Assured supply of good quality raw materials from Kerala forests. Its main strength is 75 years of
reputation of maintaining consistently superior timber in its products..
Weakness

 High cost of raw materials. As a result, our production cost will be increased.
 Low remuneration of employees. As a result, morality, motivation and productivity of the
employees will be affected
 Absence of ISO certification. Due to the absence of ISO certificate, it will affect the quality and brand
Absence
 Lack of computerized and modern technologies. Due to the absence of the same new technology
will not be implemented.
 Absence of an advanced marketing mechanism. Due to the absence of the same market share
cannot can't be increased.
 No branded product. Due to the lack of branding we will not be able to compete with the
competitors.
 Designs needs to be updated. Only by improving the designs, company could manufacture attractive
modern furniture. Cost reduction could be possible by adopting new methods and by using
improved designs.

Opportunities

 FIT has already undertaken prestigious projects all over Kerala and part of diversification it is now in
the field of interior decorations, workstations etc.
 Scope of production of finger joint boards, compressed wood board. As a result, by we may recycle
and reuse to new products.
 Growing demand for wooden furniture
 Customized products. We will be mainly focused on customized Products
 Increase in interest of customers in replacing old furniture's with new models FIT is specialized in
excellent quality wood products manufactured from superior quality timber by highly skilled
employees.
 FIT has developed a full package of front office for local bodies based on the parameters specified
by KILA Government sector itself provides a good market in Kerala and other State/Central
Government Facilitated distribution system in public sector.
Threats

 Dependence on government sector limits the opportunities.

 Reducing availability of anjili and teak.
 High competition from private organizations
 Increase in demand for low-cost steel, plastic and other types of Furniture in the market
 Rise in import of furniture. Want of product design development limits scope of operations to
engage in new high value products that could offer better margins and improve profitability.
 CHAPTER 5
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Research methodology is a hool that can be used to solve research problems. It stadies how research is
dome scientifically. It explains why research has been undertaken, how the research problem has been
defined, what data has been collected, how to apply a particular research technique and so on

5.1 STATEMENT OF THE PROBLEM

The study aims to analyse the effectiveness of grievance handling system at Forest Industries Travancore
Limited, Thaikkattukara,Aluva to its employees and the employees’ approach towards the grievance
handling measures

5.2 RESEARCH DESIGN

A research design is a plan, structure and strategy of investigation conceived so as to obtain answer to
research question. It constitutes the blueprint for the collection, measurement and analysis of data.
Research design makes research as effective as possible fielding maximum information with minimum
expenditure of time, effort and money

5.3 SAMPLING DESIGN

A sample design is a framework that serves as a base for the selection of survey sample and effect many
other important aspects of a survey as well. Sampling is done to select a part of whole group of population,
which exhibits all the characteristics of the population.

5.3.1 POPULATION/UNIVERSE
Population/Universe refers to the total population out of which the sample has to be selected. The universe
is the study consisting of 120 employees in Forest Industries Travancore Ltd.

5.3.2 SAMPLING TECTINIQUES

A researcher has to use a proper technique in selecting the item for sampling. There are several sampling
techniques available and the researcher should choose the best suited sampling technique ie, the sampling
technique with less margin of error for a given size and cost. Method used to collect information directly
from employees through personal interview.

5.3.3 SAMPLE SIZE

Sample size means the total number of respondents selected for study. The sample size selected for this
study is 50 employees of Forest Industries Travancore Lid

5.4 DATA COLLECTION DESIGN

Careful design of the data collection phase requires the following:

 Deciding who will do what, where, when, and how at the different stages of the research process
 Acknowledging the role of the researcher as an instrument of data collection
 And carefully considering the context studied and the participants and informants involved in the
research.

5.4.1 DATA SOURCES

The researcher has adopted pre-tested questionnaire and interview in order to collect the required data.
The questionnaire consists of number of questions which are structured in a systematic manner, to gauge
the satisfaction of workers with regard to welfare measures in the organization.

5.4.2 DATA COLLECTION TOOLS

For the study Questionnaire is the tool used for collecting data. Personal information was collected through
open ended questions and other data were collected through closed end questions.

5.4.3 DATA ANALYSIS TOOL

• Percentage method

In this project simple percentage method is used. Interpretations are made based on the results obtained.
The formula for percentage methods is as follows:

𝑁𝑈𝑀𝐵𝐸𝑅 𝑂𝐹 𝑅𝐸𝑆𝑃𝑂𝑁𝐷𝐸𝑁𝑇𝑆
Percentage of respondents = X 100
𝑇𝑂𝑇𝐴𝐿 𝑁𝑈𝑀𝐵𝐸𝑅 𝑂𝐹 𝑅𝐸𝑆𝑃𝑂𝑁𝐷𝑆
 CHAPTER 6
DATA INTERPRETATION AND ANALYSIS
Table 1 Response on grievance redressal system exist in FITL

RESPONCE No. of respondents Percentage

YES 48 96%
NO 2 4%
TOTAL 50 100%

Chart Title

60

50

40

30

20

10

0
Series 1
yes no

Interpretation: Fom the above study it is clear that 96% of the respondents said grievance redressal system
exist in FITL
Table 2 Response on rate the acceptability of existing of conduct in FITL

Response No.of respondents Percentage

Strongly acceptable 7 14%
Acceptable 40 80%
Neutral 3 6%
Rejectable 0 0
Strongly rejectable 0 0
Total 50 100%

Series 1
45
40
35
30
25
20
15
10
5
0
Strongly Acceptable Acceptable Neutral Rejectable Strongly
rejectable

Series 1

Interpretation: From the above study it is known that 80% of the respondence responded that the existing
code of conduct is acceptable at FITL
Table 3 Response on the awareness of grievance redressal procedure at FITL

Response No. of respondents Percentage

Extremely Aware 8 16%
Aware 38 76%
Moderately Aware 2 4%
Slightly aware 2 4%
Not at all aware 0 0
Total 50 100%

Chart Table
40

35

30

25

20

15

10

0
Extreamly Aware Aware Modedratly Aware Slightly Aware Not at all aware

Series 1

Interpretation: From the above graph it is known that,76% of the respondents are aware of the grievance
redressal procedure and the remaining 16% are not aware of it.
Table 4: Response on adequacy of facts before solving the issue

Response No of respondents Percentage

Yes 49 98%
No 1 2%
No response 0 0
Total 50 100%

Chart Table
60

50

40

30

20

10

0
Yes No

Series 1

Interpretation: From the above graph it known that 98% of the respondents said that the management
collects adequate facts before solving the issue
Table 5 Response on grievance handling policy at FITL

Response No of respondents Percentage

Highly Satisfied 4 8%
Satisfied 43 86%
Neutral 3 6%
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
50
45
40
35
30
25
20
15
10
5
0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 86% of the respondents are satisfied and 8% are highly
satisfied with the grievance handling policy at FITL
Table 6: Response on action taken in view of their grievance are informed.

Response No of response Percentage

Always 1 2%
Often 33 66%
Sometimes 15 30%
Rarely 1 2%
Never 0 0
Total 50 100%

Chart Title
35

30

25

20

15

10

0
Always Often Sometimes Rarely Never

Series 1

Interpretation: From the above graph it is known that 66% of the respondents said that they known about
the action taken in view of the grievance are informed, but 33% said that sometimes they are informed by
action taken by the management for their grievances.
Table 7: Response on employee’s performances after having solved their grievance.

Response No of response Percentage

Yes 50 100%
No 0 0
No response 0 0
Total 50 100%

Chart Title
60

50

40

30

20

10

0
Yes No

Series 1

Interpretation: From the above graph it shows all respondents unanimously responded that their
performance can be enhanced after having solved their grievances
Table 8: Respondents opinion about the management decision regarding their grievances.

Response No of respondents Percentage

Highly Satisfied 17 34%
Satisfied 30 66%
Neutral 3 0
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
35

30

25

20

15

10

0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 66% of the respondents are satisfied with the
management decision regarding their grievance.
Table 9 Respondents opinion on the employee’s satisfaction with the work culture

Response No of respondents Percentage

Highly Satisfied 2 4%
Satisfied 47 94%
Neutral 1 2%
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
50
45
40
35
30
25
20
15
10
5
0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 94% of the respondents are satisfied with the work
culture.
Table 10: Response on welfare measures provided by FITL.

Response No of respondents Percentage

Highly Satisfied 10 20%
Satisfied 30 60%
Neutral 8 16%
Dissatisfied 2 4%
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
35

30

25

20

15

10

0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 60% of the respondents are satisfied and 20% are
highly satisfied with the welfare measures provided by FITL.
Table 11: Response on to whom they report or share any grievance.

Response No of respondents Percentage

Employer 29 58%
Head of the Department 9 18%
Immediate Superior 9 18%
Employee Relation Officer 3 6%
Any Other 0 0
Total 50 100%

Chart Title
35

30

25

20

15

10

0
Employer Head of the Immediate Superior Employee Relation Any Other
Department Officer

Series 1

Interpretation: From the above graph it is known that 58% of the respondents said that report or share
grievance to the employer, 18% of them report the immediate superior, 18% of them report to the Head of
the Department.
Table 12: Response on the monetary benefit.

Response No of respondents Percentage

Highly Satisfied 42 84%
Satisfied 5 10%
Neutral 1 2%
Dissatisfied 2 4%
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
45

40

35

30

25

20

15

10

0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 10% of the respondents are satisfied, and 84% are
Highly Satisfied with the monetary benefits.
Table 13: Respondents opinion about the opportunity to participate in decision making process.

Response No of respondents Percentage

Yes 45 90%
No 2 4%
No response 3 6%
Total 50 100%

Chart Table
50
45
40
35
30
25
20
15
10
5
0
Yes No No Response

Series 1

Interpretation: From the above graph it known that 90% of the respondents said that they have the
opportunity to participate in decision making process.
Table 14: Respondents opinion about the frequency of grievances leading to industrial unrest.

Response No of respondents Percentage

Always 0 0
Often 1 2%
Rarely 0 0
Sometimes 3 6%
Never 46 92%
Total 50 100%

Chart Title
50
45
40
35
30
25
20
15
10
5
0
Always Often Sometimes Rarely Never

Series 1

Interpretation: from the above graph it is known that 92% of the respondents said that grievances never
leading to industrial unrest.
Table 15: Response on career counselling and growth prospects in FITL.

Response No of respondents Percentage

Highly Satisfied 8 16%
Satisfied 30 60%
Neutral 10 20%
Dissatisfied 2 4%
Highly Dissatisfied 0 0
Total 50 100%

Chart Title
35

30

25

20

15

10

0
Highly Satisfied Satisfied Nuetral Dissatisfied Highly Dissatisfied

Series 1

Interpretation: From the above graph it is known that 60% of the respondents are satisfied and 16% of
them are highly satisfied and 20% of them have neutral response towards this, with the career counselling
growth prospects in FITL.
 CHAPTER 7
FINDINGS SUGGETION AND CONCLUSION
FINDINGS

 Almost, half of the employees said that organisation proper grievance handling system
 Majority of the respondents are extremely aware about the grievance handling procedure.
 A few respondents said that they are satisfied with the grievance handling policy of the
organization.
 Half of the employees are well informed about the action taken on their grievances.
 Most of the respondents are highly satisfied with monitory benefits.
 A few respondents are highly satisfied with the management decisions of the organization.
 Half of the respondents are always considered towards personal feeling and emotions of the
employees.
 A few of respondents always shows the degree of employee’s participation in decision making.
SUGGETIONS

 The employee empowerment should be ensured for the employee participation decision making.
 The management should improve the grievance handling policy of the organization.
 All grievances should be redressed before the involvement of trade union.
 Regular training and development should be given to employees.
 Improve work ambience and environment to motivate employees.
 Collect opinion from employee on regular intervals to check whether there is a grievance or not.
 It will be better if management avoid unnecessary delays in solving problems as it will affect
productivity of the company as well as their relationship with the employees.
CONCLUSION

The study reveals that grievance handling mechanism is about satisfactory at Forest Industries Travancore
Limited. The organization is recognizing the importance of satisfying the employees and retaining them.
Further improvement can be made so that all members are highly satisfied with the procedure. The
suggestions when implemented will be more beneficial to the organization. It good relationship with the
employees and has adopted possible welfare measures for them. The organization is equipped with the
professional of good industrial experiences. Good working ambience should be given in order to motivate
employees. This study helps me to familiarize with the practical side of the organizational functions.

To conclude, Grievances means any misconduct or dissatisfaction whether expressed or not, arising out of
anything connected with the company that an employee thinks, believes or even feels is unfair or
inequitable. Suggestions based in the study has certain measures, which can be appropriate for the
activities of grievance redressed cell.
ANNEXURE
QUESTIONNAIRE

"A STUDY ON THE EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM AT FOREST INDUSTRIES TRAVANCORE LTD"

Respected Sir/Madam

I am a BBA student pursing my course from SAS SNDP YOGAM Konni. As a part of my curriculum, I am doing my
project in your company. I humbly request to share a few minutes of your valuable time to fill up the questionnaire
given below on the topic "A STUDY ON THE EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM IN FOREST
INDUSTRIES TRAVANCORE LTD ALUVA". I assure you that all the information obtained will be kept highly confidential
and will be used be me for analysis only.

Personal profile

Name:

Age:

Gender: ☐ Male ☐ Female

Experience: ☐ 0-5 years ☐ 6-15 years ☐ 16-25years ☐ 26-30 years ☐ Above 30 years

Department: ☐ Production ☐ HR ☐ R&D ☐ Accounts ☐ Others

(Please tick the following)

1.Does grievance redress system exist in forest Industries Travancore Ltd?

☒ Yes ☐ No

2. Have you ever had any grievances at FITL?

☐ Yes ☐ No

If yes, most of your grievances are related to

☐ work environment ☐ Injustice ☐ supervision ☐ Economic ☐ work group social ☐ other factors
3. How do you rate the acceptability of existing code of conduct at FITL?

☐ Strongly Acceptable ☐ Acceptable ☐ Neutral ☐ Rejectable ☐ Strongly Rejectable

4. Do you aware about grievance redressal procedure at FITL?

☐ Extremely Aware ☐ Aware ☐ Moderately Aware ☐ Slightly Aware ☐ Not at all aware

5. Does the management collect adequate facts before solving the issue?

☐ Yes ☐ No ☐ No response

6. Are you satisfied with the grievance handling policy at FITL?

☐ Highly Satisfied ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

7.Are you informed about the action taken in view of your grievance?

☐ Always ☐ Often ☐ Sometimes ☐ Rarely ☐ Never

8.Do you feel that your performance has increased after having solved your grievance?

☐ Yes ☐ No ☐ No Response

9. Are you satisfied with the management decision regarding your grievance?

☐ Highly satisfied ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

10.Do you feel your morale has increased as a result of solving the grievance?

☐ Yes ☐ No ☐ No-response

11. Are you satisfied with the work culture?

☐ Highly Satisfied ☐ Neutral ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

12. Are you satisfied with the welfare measures provided by FITL?

☐ Highly Satisfied ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

13. Whom do you report or share if you have any grievance?

☐ Employer ☐ Head of the department ☐ Immediate Supervisor ☐ Colleague

☐ Any other (mention it)

14.Are you satisfied with the monetary benefits?

☐ Highly Satisfied ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

15. Have you ever got an opportunity to participate in decision making process?

☐ Yes ☐ No ☐ No-response

16.Do you believe that frequency of grievances leading to industrial unrest?

☐ Always ☐ Often ☐ Rarely ☐ Sometimes ☐ Never

17. Are you satisfied with the Career Counselling and growth Prospectus in FITL?

☐ Highly Satisfied ☐ Satisfied ☐ Neutral ☐ Dissatisfied ☐ Highly Dissatisfied

18. Have you ever had any fear that your grievances will be improperly disclosed?

☐ Yes ☐ No ☐ No Response

19.Is there any informal Channel to redress your grievance?

☐ Yes ☐ No ☐ No response

If yes, have you ever used that?

☐ Yes ☐ No ☐ No-response

20.Is there any record maintained properly for grievance?

☐ Yes ☐ No
BIBILIOGRAPHY

 Kothari CR "Research Methodology", New Age International (P) Ltd, New Delhi 2 nd Edition 2000.
 Shashi K Gupta. Rosy Joshi Publications, New Delhi. 2013.
 Company Personal Manual.
 Departmental Records.

WEBSITES

www.wikipedia.com

www.google.com

www.answer.com

www.fitkerala.com