A STUDY ON EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM SUMMER PROJECT REPORT Submitted by REGISTER NO: Under the guidance of Faculty,

Department Of Management Studies in partial fulfilment for the award of the degree of MASTERS OF BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMENT STUDIES April 2012

College Name DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE This is to certify that the project work entitled A STUDY ON EFFECTIVENES OF GRIEVANCE HANDLING MECHANISM is a bonafide work done by __________________] in partial fulfilment of the requirement for the award of Master of Business Administration by Pondicherry University during the academic year __________.

GUIDE

HEAD OF THE DEPARTMENT

Submitted for Viva-voce Examination held on

________________________

External Examiner 1. 2.

ACKNOWLEDGEMENT It gives us great ecstasy of pleasure to convey our deep and sincere thanks to our Principal Dr. _________________, for his kind support, which helped us to complete the project successfully.

We have great pleasure in expressing our sincere gratitude and hearty thanks to our beloved Faculty, _______________, Department of

Management Studies for consenting to be our guide.

She had been a

great source of encouragement and inspired us throughout our project. We are greatly thankful to her for everything she has done for us. We would like to express our deepest gratitude to ________________, Head of the Department, Department of Management studies for giving constant encouragement We express our hearty thanks to _______________, Senior Personnel Officer, Lucas TVS Ltd., who provided valuable guidance throughout the project in his busy schedule. We thank our Management, Department Staffs, and Our Parents for their support and above all to God for showering his blessing upon us. A special word of thanks to all those we have failed to acknowledge.

ABSTRACT This study focuses on Effectiveness of Grievance Handling Mechanism at Lucas-TVS Limited, Puducherry. Grievance is any kind of dissatisfaction with regard to pay, promotion, suspension, working condition etc..

The objective of the study is to find the effectiveness of grievance handling mechanism being followed. The sample size is 35 and the population size is 140. The tools used for the study are Percentage method and Correlation. The study infers that most of employees are highly satisfied with the mechanism being followed.

TABLE OF CONTENTS LIST OF TABLES i LIST OF CHARTS ii

CHAPTER I

TITLE INTRODUCTION 1.1 Profile of the organization 1.2 Introduction to the study REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION 6.1 FINDINGS OF THE STUDY 6.2SUGGESTIONS, RECOMMENDATIONS CONCLUSION

PAGE NO. 1 5 6 12 13 17 35 37

II III IV V VI

VII VIII

38 SCOPE AND LIMITATIONS STUDY OF THE 39

APPENDICES ANNEXURE ANNEXURE II I 41 40

LIST OF TABLES Table No. 1.1 1.2 5.1 5.2 5.3 Table name List of products manufactured Clients Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Page No: 2 3 17 18 19

5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18

Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors authority Correlation between Feel about decision and Real basis identified. Values for correlation Correlation between Discussion and Conference And Supervisors Skill level Values for correlation

20 21 22 23 24 25 26 28 29 31 32 33 33 34 34

LIST OF CHARTS

Chart

Chart Name

Page

No: 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14

Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors authority

No: 17 18 19 20 21 22 23 24 25 27 28 30 31 32

CHAPTER I

MANASI SYSYTEMS TECHNOLOGIES

COMPANY PROFILE:

Our mission

To provide highest and reliable quality of software solutions, Services, Globally. To fulfill the organizational goals and Societical needs through innovation and creativity for professional satisfaction.

The primary goal of Manasi Information Technologies would be towards acquiring the technology and know how for product development in the fields of wireless application, Internet/Intranet technologies, Client/Server, ECommerce Solutions, Enterprise Resource Planning and the embedded technologies. The major player in this field would be 'ERP'. Apart from the above it will also act as a customized solution provider and consulting firm. Our team Manasi Information Technologies management team includes experienced, senior engineers and managers with a clear understanding of the bottom line of business. They understand the need for communication, clearly defined deliverables and the need to add real value to our clients operations. All Manasi Information Technologies managers have advanced technical degrees and significant experience delivering effective solutions on time. All engineers have an ongoing training regimen that keeps us abreast of the latest technologies. The strength of the team is built on its diversity in core skill sets our experience includes:

Working with start ups as well as Fortune 500 companies. Development and management of both short term and long term projects. Work experience around the globe including US, Europe & Far East. Ability to Understand the real world of business & stretch your $$$ to the maximum. Significant Operations and IT experience in a range of industries. Get your projects done On -Time and In - Budget. Technologies

Microsoft Technologies ASP.Net, C#.Net, VB .Net and XML Web Services. Testing Manual Testing, Automation Testing. Designing CorelDraw, Flash and Photoshop. Scripting Language JavaScript and PHP. Object-Oriented & Internet/E-Commerce Development Languages C++, Java/J2EE, C#, .Net.

Web Development & Web Design ASP. Net, JSP, D/HTML, CSS,Divtags, Photoshop, Dream weaver, Flash, JavaScript, Perl/CGI Script, SEO Application development

There are many application development environments and platforms in use today. The rise of Internet technologies in the past few years has superceded many of the client/server applications in use. Still, companies need to ensure that their applications can continue to be developed, maintained and upgraded where necessary. Companies also need to continuously build new applications to take advantage of the opportunities the web presents. As mergers and consolidations happen, there is a need to bridge applications and access data from multiple systems. Companies need application development professionals who are skilled at the latest and existing technologies. Manasi Information Technologies consultants and professionals are skilled in many application development environments and languages such as Linux, Visual Basic (VB), C/C++, Java, J2EE, Oracle, Powerbuilder, UNIX, Delphi, Visual C++, Visual Fox Pro, Visual J++, Visual Source Safe, and .Net.

Application services

Many companies have implemented application servers in order to maximize their e-business processes. In order to effectively maximize the opportunities presented by application servers, companies need well-trained, highly skilled professionals to design, deploy, and manage these systems. Intac consultants and professionals are skilled in many of the leading application server technologies including BEA Weblogic, IBM WebSphere, Microsoft .NET, Iona Technologies Orbix E2A Application Server Platform, ObjectWare IdeaBlade, Progress Software AppServer, SAP NetWeaver, Sun ONE Application Server (formerly iPlanet), Versata Logic Suite, and Lotus Notes among Traning Services. ERP

Manasi Information Technologies consultants help our clients design, deploy, and manage their ERP implementation. They have the skills and proficiency to help our clients maximize their resource utilization and offer consulting in business process analysis, business process re-engineering, information system strategies, hardware requirement analysis, applications consulting and training. ERP systems are comprehensive and need to be managed by professionals who understand the scope and breadth of the systems. Manasi Information Technologies consultants have deployed SAP, PeopleSoft, Oracle and other ERP or IT systems at companies in vertical markets such as banking, financial services, retail, transportation, and manufacturing. Our consultants are skilled and proficient on all aspects of ERP systems including financials, human resource management systems (HRMS), supply chain management (SCM), manufacturing, and business intelligence. Manasi Information Technologies consultants have designed, deployed and managed many data systems, which are critical for the ERP system to function optimally. Middleware

Companies need to ensure that disparate systems can talk to each other. As mergers, consolidations, and globalization continue to increase, companies have many different systems to integrate. The need for IT professionals who understand middleware, the glue that binds different systems together, is paramount. Manasi Information Technologies professionals are skilled in many middleware and associated networking technologies including BEA Web Logic, Web Methods, COM, DCOM, COM++, CORBA, EJB, Microsoft .Net, J2EE, Java, XML, CORBA, Novell Netware and IBM Websphere. Web Technologies

Companies in every industry need skilled Internet and web developers to ensure that their online applications, web sites, and e-commerce systems are performing as required. The web site needs to be up and running continuously and they need to be ready to take advantage of new opportunities, such as marketing initiatives, quickly and efficiently. Manasi Information Technologies professionals are skilled in every possible Internet and web tool set there is. Manasi Information Technologies can help you build new Internet systems and manage the ones you already have in place. Technologies represented include HTML, Javascript, Java, J2EE, ActiveX, XML, JSP, and PHP. Networking solutions Every system should have at least one person, a systems administrator, in charge of system maintenance and operation. It is the responsibility of system administrators to ensure the smooth operation of the system and to perform a wide variety of tasks that require special privileges. In most cases, it makes sense for companies to outsource this function. Manasi Information Technologies professionals possess a strong understanding of Windows NT/2000, MS-SQL, Oracle database technologies as well as end user applications. In the Linux world, our consultants are familiar with Linux system administration tools: COAS, Linuxconf, Webmin and YAST. Manasi Information Technologies systems administrators are skilled at the many technologies available to manage, monitor, and improve the system.

Supply chain tools Companies looking for efficiencies in the value chain have implemented supply chain manufacturing applications for the past two decades. Many of these companies have also implemented B2B marketplace technologies in recent years to ensure efficiencies throughout the supply chain. Testing tools

Applications that do not work in production can cost companies millions of dollars. Imagine how many potential customers would leave a web site if the links did not work properly. Sound quality assurance programs utilizing high-quality testing tools are required to ensure customer satisfaction. Manasi Information Technologies delivers a wide range of quality assurance and automated testing services featuring tools from major vendors including functional testing tools and scripting languages with tools such as QARun from Compuware, WinRunner from Mercury Interactive and Visual Test from Rational Software (IBM). Load testing tools and associated scripting languages on tools such as LoadRunner from Mercury Interactive, QALoad from Computerware, Webload from Radview Software and Traning Services. Manasi Information Technologies consultants are also skilled at managing the testing process with test data management tools such as File-Aid from Computerware for test data generation, extraction and comparison and TestBytes from Mercury Interactive and whitebox testing tools such as NuMega DevPartner for checking code complexity, code coverage and memory leaks. Services Manasi Information Technologies is committed to our clients business success. Its that simple. Our clients need to optimize their IT investment to help them reach their business goals. Manasi Information Technologies employees are trained to ensure that the IT systems they build specifically are designed to help our clients achieve their goals. We know that IT systems are a means to an end, and we work with our clients to ensure that the systems we help them design, deploy and manage are perfect for their needs. We have experience in many areas of IT, across many platforms and in many industries.

Our clients view us as partners. They know that we are as committed to their business success as they are. We get involved in their IT projects right from the beginning to ensure that requirements are clearly defined. In many cases, our clients trust us to help them define the requirements for them based on our years of experience and the many systems we have managed and successfully implemented. We do not take this trust lightly and give each individual project specific and focused attention. We do what we say we are going to do, on time and within budget. Implementing new information systems can be a risky and difficult undertaking. We work closely with our clients to ensure that we deliver what is expected. Our clients look to Manasi Information Technologies for excellence in design, deployment and implementation. Thats what we deliver.

Quality Assurance Quality assurance is a critical concern for companies that either produce commercial software or develop internal applications. Billions of dollars are wasted every year due to applications that do not work, are faulty, or do not perform adequately. In order to ensure that their people are productive and that customers are satisfied, companies need to implement quality assurance programs. It makes sense to outsource the quality assurance process to highly skilled QA professionals. The quality assurance process includes test plan development; software requirements verification; application integration, regression, and performance testing; and load or stress testing. If the company is global or the customer base is worldwide, internationalized software testing may be required. With the advances in automated software testing in the past few years, the need for skilled operators of automated testing tools from Rational (IBM), Mercury Interactive, and Computerware is critical for companies that need to deliver robust, fully functioning applications. Manasi Information Technologies quality assurance professionals are skilled at the entire software quality assurance process, and can help you design, deploy, and manage your software QA process. Project Management

Many companies are looking to bring on highly skilled, well trained IT consulting organizations to manage projects for them. It makes sense to do so for economic, logistic and practical reasons. Companies do not have time to experiment and need to ensure that their IT projects are implemented correctly and on time. They need to design, deploy and manage the right projects on time and under budget.This is a primary reason why companies look to Manasi Information Technologies for superior project management. Manasi Information Technologies creates and implements working solutions for our clients by interacting with all levels of management where appropriate. Our consultants have extensive hands-on experience in business and management practices to help your organization implement projects the right way. Manasi Information Technologies consultants take a complete view of whats needed to ensure IT projects are implemented in the most professional manner. Manasi Information Technologies approach to project management is very comprehensive and includes frequent program and operational reviews, performance management and strategic and tactical planning. Normal steps in the Manasi Information Technologies project management process may include:

Compile detailed requirement analysis and scope of the project. Project Life-Cycle Development and Control. Research and Development related to technology and service deliverables. Risk analysis. Cost analysis, estimates and financial control. Role and responsibility planning. Contract administration and documentation control. Implementation planning & project procedure scheduling. Timeframe planning. Utilization of technical resources. Coordination of management & progress meetings. Coordination of outsourced consultants and entities. Communication procedures. Quality control. Training & skills transfer. Technical documentation. Project handover.

Training services Manasi Information Technologies is a leading Online/Onsite/In-house/ Physical classroom training expert. Over years, our varied cost-effective, customized and time-saving training methods in varied areas of IT.

Manasi Information Technologies E-Learning offers a varied high-end IT related courses. Instructor-led, E-Learning offers the perfect combination of convenience, affordability, and technology. Being online, the trainings are guaranteed to be latest (very much current) and support is just a click away. Our online training is the masters in terms of Quality and approaches within the time limits and is cost effective, using latest driven technologies, proven methodologies for the Global clients. We also provide quality In-house and Onsite training sessions for individuals as well as corporates. These courses are tailor-made catering to your needs, considerably reducing your time and cost involved. Manasi Information Technologies Info has delivered a full range of IT training and business skills training through innovative learning methods that have transformed businesses and helped many students and corporates reach their goals. BPO Manasi BPO Services is an equal opportunity company providing BPO & Call centre (Customer service) jobs. Every employee of the organization will have a challenging job to play and perform. Performance is monitored to reward and relish the employees. Manasi is a young organization that believes in long-term relationship with their employees. We are looking for young and dynamic employees for our BPO, Call Centre, Web related services and KPO jobs to grow with the company and keep the company young for many years. We understand the contribution of employees for the companys prosperity and hence we provide them with attractive remuneration, welfare measures and a good working atmosphere. This installs a sense-of-belonging with them.Manasi has a friendly work culture with flat levels of hierarchy. Our employees are entitled to a variety of incentives which are performance based and are in addition to the fixed compensation structure thereby motivating the employees to perform aggressively to the best of their capabilities. Our training helps our employees not only to acquire special skills for the various processes such as customer service, telemarketing, Lead Generation, Technical support, but also aims at personality development and transformation which enhances their future prospects. At Manasi, we provide opportunities to our employees to operate in a global business environment. We have human resources who are from diverse backgrounds and experience but who work as a team to provide quality services for the job requirements to our clients and to grow professionally.

We realize and tap the hidden potentials of the employees .We motivate the employees to get from better to good and from good to the best. We closely monitor the performance of our employees and offer suggestions for better performance. We believe that the key to customer satisfaction is employee satisfaction. In the Information Technology enabled industry (ITES) which relies heavily on manpower, this has become a powerful strategy. We place the needs of employees in par with the needs of customers. We provide our employees with space to grow, time to think or tools to use thereby ensuring they succeed in their career. We provide our employees with the necessary knowledge, support and recognition. Manasi is a fast growing BPO company. To keep pace with the demands of our valued clients we are looking for the listed position, click to view the jobs. BPO and Call centre job openings are listed and recruited on an ongoing process at Manasi BPO Services; the profiles can be submitted directly for consideration against the Job openings posted for various positions. Company Manasi Information Technologies is a leading global provider of technology that strengthens client innovation. We currently offer services to our clients through out the world. Our nature of work involves Software Development, Maintenance, Outsourcing and BPO. We have established practices in Enterprise Applications, Customer Facing Applications, Business intelligence Applications and E-Business Solutions. We as a professional software-development company is highly concerned with the quality of our solutions and services. Moreover, our team constantly works on developing and improving our service performance to satisfy our customers and maintain long-term cooperation with them. We are totally committed to ensure highest quality standards and to understand changing customer needs. At Manasi Information Technologies we are striving to understand changing customer needs, and enrich their quality of life by simply making the technology readily usable for them. Resource

Our clients hire and re-hire us because we provide some of the most high performing, highly skilled IT professionals in the industry. Our employees are our major strength, which means our clients benefit from a well trained, conscientious, and diligent work force. Manasi Information Technologies employees are extremely talented and experienced in the IT industry, and with an average experience level of 6+ years our people can resolve the most critical IT issues for our clients. More than half of our employees have certifications in their respective domain areas To meet the requirements of our clients, we ensure that our employees are well equipped to provide front-range turnkey solutions for them. Our employees are experienced in implementing proven standard software processes and practices to ensure quality and timely delivery of projects. Above all, our employees possess high ethical and moral standards. Our employees are committed to our clients success. Manasi Information Technologies employees want to ensure that your IT systems help you meet and exceed your business goals. With domain expertise in many vertical industries, Manasi Information Technologies professionals understand the role that IT plays in your specific market.

Why Manasi systems Technologies

Manasi Information Technologies is committed to our clients business success. Its that simple. Our clients need to optimize their IT investment to help them reach their business goals. Manasi Information Technologies employees are trained to ensure that the IT systems they build specifically are designed to help our clients achieve their goals. We know that IT systems are a means to an end, and we work with our clients to ensure that the systems we help them design, deploy and manage are perfect for their needs. We have experience in many areas of IT across many platforms and in many industries. Our clients view us as partners. They know that we are as committed to their business success as they are. We get involved in their IT projects right from the beginning to ensure that requirements are clearly defined. In many cases, our clients trust us to help them define the requirements for them based on our years of experience and the many systems we have managed and successfully implemented. We do not take this trust lightly and give each individual project specific and focused attention.

We do what we say we are going to do, on time and within budget. Implementing new information systems can be a risky and difficult undertaking. We work closely with our clients to ensure that we deliver what is expected. Our clients look to Manasi Information Technologies for excellence in design, deployment and implementation. Thats what we deliver. 1.2 INTRODUCTION FOR THE STUDY 1. The aim of the study is to find whether the grievance handling mechanism ensures that employees problems are recognized and appropriately reviewed in a prompt and timely manner. 2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer. 3. The grievance mechanism ensures a fair and just treatment of employees concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance.

CHAPTER II 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 workers 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 cooperation 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. 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 grievants title and employment status to determine if he / she are included in a union eligible classification. Note the supervisors respondent obligation under the grievance procedure.

Review the requested solution to the grievance. Determine if the relief sought is beyond a supervisors 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 behaviors and supervisors knowledge of the collective agreement should, intuitively, be related to the occurrence of grievable events, but there has been no theory advanced to explain grievable events. Kliener , Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of employees will increase the number of grievable events, but a theoretical basis or rationale for this assumed relationship is not discussed. Grievants 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. Grievants were more younger and had less education than nongrievants. Gordon and Miller, Allen and Keavney and Klass note the important role that expectancy theory could play in differentiating grievants and nongrievants. 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. Bemmels, Reshef and Stratton-Devine included the shop stewards 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 stewards 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. 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 behaviors 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 4 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. 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 peerreview committee. The step-review method had characteristics similar to the grievance / arbitration procedures found in union contracts. The step-review method has a preestablished 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 labour policy.

A grievance system can be a reliable mechanism to learn of, and resolve employee dissatisfaction. It can produce early settlements to disputes or provide for correction of contested employment issues.

CHAPTER III OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE To study the effectiveness of grievance handling mechanism. SECONDARY OBJECTIVE 1. To identify whether the employees are aware of the grievance handling mechanism. 2. To identify whether the grievance handling system leads to a favorable attitude towards the management 3. To identify that the grievance handling system leads to a mutual understanding between workers and the management 4. To know the level of satisfaction towards the grievance handling procedure of the organization 5. To identify the factors influencing the effectiveness of the grievance handling in the organization

CHAPTER IV 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 initial hypothesis). 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 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 under take 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 Correlation

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 CORRELATION Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is describd or classified in several different ways. Three of the most important ways of classifying correlation are : 1. Positive and Negative 2. Simple, Multiple and Partial 3. Linear and Non-Linear Karl Pearsons method is popularly known as Pearsons coefficient of correlation. It is denoted by the symbol r. xy Formula for Karl Pearsons coefficient r = ______________ x2 * y2 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. 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 question 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. 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 effectiveness of Grievance Handling at Lucas- TVS Limited. Sample Design Sample Element Sample Size Sample Test : Employees at Lucas- TVS Limited. : 35 samples : Percentage Method & Correlation

Sample Media Sampling Method

: Questionnaire : Simple Random Sampling

CHAPTER V DATA ANALYSIS AND INTERPRETATION Distribution of respondents regarding Temporary relief Table: 5.1 Sl. No. Tempora No. of Percenta ry relief responde ge nts 1 2 Total Inference: Yes No 35 19 16 100 54.3 45.7

From the above table it is inferred that 54.3% of respondents state that they are being provided with temporary relief and 45.7% stating they are not being provided relief. Distribution of respondents regarding Temporary relief Chart No: 5.1

temporary relief
60

50

40

30

20

Percent

10

0 yes no

temporary relief

Distribution of respondents based on age Table: 5.2

Sl.No. 1 2 Total Inference:

Age 19-25 26-30 35

Frequen Percentag cy e 6 29 100 17.1 82.9

From the above table it is inferred that 17.1% of respondents are between the age group 19-25 and 82.9% are between the age group 26-30. Distribution of respondents based on age Chart No: 5.2

age
19-25

26-30

Distribution of respondents towards supervisors level of skill Table: 5.3 Supervisor possess necessary skill very highly skilled moderately skilled Total

Sl.No.

Frequen Percenta cy ge

Inference: From the above table it is inferred that 91.4% of

32

91.4

3 35

8.6 100

respondents state that their supervisor are highly skilled and 8.6% state that their supervisor is moderately skilled. Distribution of respondents towards supervisors level of skill Chart No: 5.3
supervisor has skill
100

80

60

40

20

Percent

0 very highly skilled moderately skilled

supervisor has skill

Distribution of respondents towards awareness of committees Table: 5.4

Sl.No Awarene Frequen Percent ss of cy age committe es 1 yes Total Inference: From the above table it is inferred that 100% of respondents are aware of the various committees that are framed for redressing their grievance. 35 35 100.0 100

Distribution of respondents towards awareness of committees Chart No: 5.4

various committee
120

100

80

60

40

Percent

20

0 yes

various committee

Distribution of respondents towards decision given Table: 5.5 Sl.No. Decision Frequen Percentage given is cy satisfacto ry or not 1 Highly satisfactor y Moderatel y satisfactor y Total 31 4 88.6 11.4

35

100

Inference: From the above table it is inferred that 88.6% of respondents are highly satisfied towards the decision given by the management and 11.4% of respondents are moderately satisfied towards the decision. Distribution of respondents towards decision given Chart No: 5.5

feel about decision given

100

80

60

40

20

Percent

0 highly satisfactory moderately satisfact

feel about decision given

Distribution of respondents towards the informal channel Table: 5.6 Sl.No Inform No. of Percenta al respondents ge channe l 1 2 co worker peer 23 12 65.7 34.3

Total

35

100

Inference: From the above table it is inferred that 65.7% of respondents communicate to their co-workers and 34.3% of respondents communicate to their peer. Distribution of respondents towards the informal channel Chart No: 5.6

informal channel
70 60 50 40 30 20

Percent

10 0 co w orker peer

informal channel

Distribution of respondents towards real basis of identification of their grievance Table: 5.7 Sl.No. 1 Real Frequen Percent basis cy age strongly agree 27 77.1

2 Total Inference:

agree 35

8 100

22.9

From the above table it is inferred that 77.1% of respondents strongly agree that real basis is identified and 22.9% of respondents agree that real basis is identified. Distribution of respondents towards real basis of identification of their grievance Chart No: 5.7

real basis identified

agree

strongly agree

Distribution of respondents towards mechanism followed resolves grievance or not Table: 5.8

Sl.No. Mechanis No. of Percent m respond age resolves ents grievance or not 1 2 Total Inference: From the above table it is inferred that 97.1% of respondents agree that mechanism resolves grievance and 2.9% of respondents disagree that mechanism does not resolve grievance. Distribution of respondents towards mechanism followed resolves grievance or not Chart No: 5.8
mechanism resolves grievance
no

yes no 35

34 1 100

97.1 2.9

yes

Distribution of respondents towards importance given to discussion and conference Table: 5.9

Sl.No. Discussion No. of Percenta and respond ge conference ents 1 2 Total Inference: From the above table it is inferred that 82.9% of respondents strongly agree that discussion and conference is facilitated and 17.1% of respondents agree that discussion and conference is facilitated. Distribution of respondents towards importance given to discussion and conference Chart No: 5.9 strongly agree agree 35 29 6 100 82.9 17.1

discussion and conference

100

80

60

40

20

Percent

0 strongly agree agree

discussion and conference

Distribution of respondents regarding whom they redress for grievance TABLE NO: 5.10 Sl.No. 1 2 3 4 5 6 7 8 Whom Frequen Percent do you cy age redress office 4 11.4 bearers committe 16 45.7 e members 3 8.6 hr 2 5.7 mangers 7 20.0 union members 1 2.9 counselor 1 2.9 friends 1 2.9 co

workers Total 35 100

Inference: From the above table it is inferred that 11.4% of respondents communicate grievances through office bearers, 45.7% through committee members, 8.6% through HR, 5.7 through managers, 20% through union members, 2.9 through counselor, 2.9 through friends and 2.9 through co workers.

Distribution of respondents regarding whom they redress for grievance Chart No: 5.10

to whom to redress
co w orkers friends counsellor offiece bearers

union members

mangers committee members hr

Distribution of respondents based on qualification Table: 5.11 Sl.No. Qualificati Frequen Percenta on cy ge 1 2 3 Total higher secondary diploma under graduate 35 31 1 3 100 88.6 2.9 8.6

Inference: From the above table it is inferred that 88.6% of respondents are qualified up to higher secondary, 2.9% of respondents are diploma and 8.6% are under graduate. Distribution of respondents based on qualification Chart No: 5.11

qualification
under graduate diploma

higher secondary

Distribution of respondents regarding awareness of various committees Table: 5.12

Various Sl.No. committe Frequen Percenta es cy ge canteen,sg 1 2.9 1 a Sga,tei, 4 11.4 2 transport transport, 6 17.1 3 welfare,sg a 4 transport, 4 11.4 safety, canteen 5 safety,tran 4 11.4 sport,sga 6 canteen,te 3 8.6 i,safety,tra nsport 7 tei,sga,can 9 25.7 teen,trans port 8 transport, 2 5.7 welfare, safety 9 tei,sga,tra 2 5.7 nsport,wel fare Total Inference: From the above table it is inferred that 2.9% of respondents are aware of canteen-sga committee,11.4% of respondents are aware of sga-tei-transport committee,17.1% of respondents are aware of transport-welfare-sga,11.4% t 35 100

of respondents are aware transport, safety, canteen ,11.4% of respondents are aware safety,transport,sga ,8.6% of of respondents respondents are are aware of canteen,tei,safety,transport,25.7% aware

tei,sga,canteen,transport,5.7% of respondents are aware transport, welfare, safety and 5.7% of respondents are aware of tei,sga,transport,welfare.

Distribution of respondents regarding awareness of various committees Chart No: 5.12

available comit
tei,sga,transport,w e transport,w elfare, s canteen,sga sga,tei, transport

tei,sga,canteen,tran

transport,w elfare,sg

transport,safety, ca canteen,tei,safety,t safety,transport,sga

Distribution of respondents regarding regular follow up Table: 5.13 Sl.No. Regula No. of Percent r respondents age followup 1 Total Yes 35 35 100 100.0

Inference: From the above table it is inferred that 100% of respondents have agreed that there is regular follow up to ensure right decision is given. Distribution of respondents regarding regular follow up Chart No: 5.13

regular follow up
120

100

80

60

40

Percent

20

0 yes

regular follow up

Distribution of respondents regarding supervisors authority Table: 5.14 Sl.No Supervisor has No. of Percent given respondents age authority Has given authority Total Inference: From the above table it is inferred that 100% of respondents have agreed that supervisor is given authority. Distribution of respondents regarding supervisors authority Chart No: 5.14 35 35 100 100.0

Valid

supervisor given authority

120

100

80

60

40

Percent

20

0 has given authority

supervisor given authority

ANALYSIS USING CORRELATION To know whether there is correlation between feel about decision given and real basis identification Let X be Feel about decision given Let Y be Real basis identification Table: 5.15 real basis identified Total

Strongly agree Feel highly 25 about satisfact decision ory given y2 364.5 moderat 2 ely satisfact ory Total 27

agree 6 31 Table: 5.16 Values for correlation

x2 180.5

xy 256.5 4

35

r =

xy ______________ (x2 * y2 )

Substituting the values of x2, y2, xy in the above equation we get. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another ANALYSIS USING CORRELATION To know whether there is correlation between discussion and conference and supervisor has skill Let X be Discussion and conference. Let Y be Supervisor has skill. Table: 5.17 Total supervisor has skill very highly skilled discussi on and strongly 28 confere agree nce agree 4 32 Total Table: 5.18 Values for correlation modera tely skilled 1 29

2 3

6 35

x2 420.5 xy ______________ (x2 * y2 )

y2 264.5

xy 333.5

r =

Substituting the values of x2, y2, xy in the above equation we get. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another.

CHAPTER VI 6.1 FINDINGS OF THE STUDY 1. 54.3% of respondents state that they are being provided with temporary relief until final decision is taken. 2. 82.9% of the respondents are between the age group 26-30. 3. 91.4% of respondents state that their supervisors are highly skilled that is the supervisors possess necessary human relation skills. 4. 100% of respondents are aware of the various committees that are framed for redressing their grievance. 5. 88.6% of respondents are highly satisfied towards the decision given by the management.

6. 65.7% of respondents communicate to their co-workers. It is their informal channel. 7. 77.1% of respondents strongly agree that real basis of there is identified. 8. 97.1% of respondents agree that mechanism being followed resolves their grievance. 9. 82.9% of respondents strongly agree that discussion and conference is facilitated rather than executive authority. 10. 45.7% of respondents immediately redress their grievance

through committee members. 11. 12. 88.6% of respondents are qualified up to higher secondary. 25.7% of respondents are aware of tei, sga, canteen, transport

committees available. 13. 100% of respondents have agreed that there is regular follow up

to ensure right decision is given. 14. 100% of respondents have agreed that supervisor is given

authority to take action necessary to resolve the problem. 15. When there is deviation in the real basis identification it will be

reflected in the level of satisfaction regarding decision given.

6.2 SUGGESTIONS AND RECOMMENDATIONS 1. Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of companys goals and expectation including what is expected from each individual. 2. Informal counseling helps to address and manage grievances in the workplace. 3. Conflict management in the organization will be helpful to reduce the number of grievance rates.

4. 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. 5. Suggestion boxes can be installed. This brings the problem or conflict of interest to light. 6. Accident rates, Requests for transfers, Resignations, and disciplinary cases should be analyzed since they reveal the general patterns that are not apparent. 7. 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.

CHAPTER VII CONCLUSION The study reveals that the Grievance handling mechanism is satisfactory. The organization is recognizing the importance of satisfying the employees and retaining them. Further improvements can be made so that all members

are highly satisfied with the procedure. The suggestions and recommendations when implemented will still more benefit the organization.

CHAPTER VIII Limitations of the study

The sample size was restricted to 100 Personal interview was not allowed.

Scope for the study The project throws light on need for Grievance handling mechanism and this study facilitates the management for further improvement on the same. This study will be useful when similar kind of research is undertaken.

ANNEXURE I BIBLIOGRAPHY

1. Aswathappa, K., Human resource and Personnel management, TATA McGraw- HILL. 2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGraw- HILL. 3. Flippo, Edwin B., Personnel management, McGRAW-HILL International Publications.

WEB SITE 1. www.citehr.com 2. www.findatricles.com

ANNEXURE II QUESTIONNAIRE

1. Name: 2. Gender: i.Male [ ] ]

ii.Female[ 3. Age: i.19-25 ii.26-30

[ [

] ] ]

iii.31 and above[ 4. Edicational qualification:

i.Higher secondary[ ii.Diploma iv.Post graduate 5. Marital status: i.Married [ ] ] ii.Unmarried[ [ [ iii.Under graduate [

] ] ] ]

6. Are you aware of the various committees that redress the grievance? i.Yes[ ii.No[ ] ]

7. If yes for above question kindly list out the various committees available

8. Are you aware of the members of the various committees? i.Yes[ ii.No[ ] ]

9. Are you aware of the weekly/monthly meetings of the various committees which are being held? i.Yes[ ii.No[ 10. ] ]

.In case the grievance has to be immediately redressed to whom communicate?

do you

11.

Is there any informal channel to redress your grievance such as i.Co-worker[ ii.Peer[ ] ) ]

iii.If others,please specify( 12. Is the real basis of your problem identified? iStrongly agree[ ]

ii.Agree[

] ] ]

iii.Disagree[

iv.Strongly disagree[

13.

Does your higher authority listen when your grievance is i.Listens patiently[ ii.Shouts at you[ ] ] ]

presented?

iii.Does not listen at all[ 14.

Is imporatance given to what is right rather than who is right? i.Yes[ ii.No[ ] ]

15.

Are you constantly informed on what is being done about your i.Very often being informed[ ii.Seldom being informed iii.Does not inform at all [ [ ] ] ]

grievance?

16.

Is an atmosphere of cordiality and co-operation facilitated i.Yes[ ii.No[ ] ]

through mutual discussion and conference?

17.

Is there a positive and friendly approach during grievance i.Yes[ ]

handling?

ii.No[ 18.

Do you feel that discussion and conference is given more i. Strongly agree[ ii. Agree[ ] ] ] iii. Disagree[ ]

importance rather than executive authority?

iv. Strongly disagree[

19.

Is there a spirit of give and take and sharing and working

together? i.Yes[ ii.No[ 20. ] ]

Has the mechanism being followed resolves you grievance? i.Yes[ ii.No[ ] ]

21.

How do you feel about the decision given corresponding to your i.Highly satisfactory[ iii.No satisfaction[ ] ] ]

grievance? Is it ii.Moderately satisfactory[

22.

Is there regular follow up to ensure that the right decision has i.Yes[ ii.No[ ] ]

ended up in satiafaction?

23.

Is there any temporary relief provided until proper decision is

made so that it does not raise any adverse effects within the organization? i.Yes[ ii.No[ 24. ] ]

Do the various committee members actively engage in resolving i.Yes[ ii.No[ ] ]

your problem?

25.

If the decision is not satisfactory are you given opportunity to i.Yes[ ii.No[ ] ]

take it to hjgher officials?

26.

Do you feel open to share your grievances? i.Yes[ ii.No[ ] ]

27.

Do you feel that the supervisor possesses necessary human i.Very highly skilled[ ii.Moderately skilled[ iii.Not skilled[ ] ] ]

relation skills in terms of understanding your problem?

28.

Are the matters relevant to the grievance kept confidential? i.highly confidential[ ]

ii.Not kept confidential[ 29.

Are the procedures for conveying grievance simple and easy to i.Very simple[ ] ]

utilize? ii.Difficult to utilize[ 30.

Is the supervisor given authority to take action necessary to i.Has given authority[ ] ]

resolve the problem? ii.Does not have authority[ 31.

Are proper records maintained on each grievance? i.Yes[ ii.No[ ] ]