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A STUDY ON ANALYSING THE EFECTIVENESS OF
GRIEVANCE HANDLING SYSTEM IN
BHARAT HEAVY ELECTRICALS LTD
RANIPET
Submitted by
M.SATHIYABAMA
(Reg No: 11907631097)
Of
VEL TECH COLLEGE
SUMMER PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements for
the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
IN
HUMAN RESOURCES
ANNA UNIVERSITY
CHENNAI
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BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY ON ANALYSING
THE EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM in
BHARATH HEAVY ELECTRICALS LIMITED, RANIPET, is the bonafide
work of MISS. M.VASUGI who carried out the research under my supervision.
Certified further that to the best of my knowledge the work reported here in does not
form part of any other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.
PRINCIPAL HEAD OF THE DEPARTMENT
INTERNAL GUIDE EXTERNAL GUIDE
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BHARAT HEAVY ELECTRICALS LIMITED
(A Government of India Undertaking)
BOILER AUXILIARIES PLANT
Indira Gandhi Industrial Complex
Ranipet 632 406
C E R T I F I C A T E
This is to certify that Miss. M.VASUGI, Final Year student ofM.B.A.
from VEL TECH COLLEGE, CHENNAI has done a project entitled
A STUDY ON ANALYSING THE EFFECTIVENSS OF GRIEVANCE
HANDLING SYSTEM IN BHEL, RANIPET, during the period from
26.06.2008 to 24.07.2008 and the project work done by her was found to be
satisfactory.
(Signature of Guide) (Head of HRDC)
M.SELVAM., MSW., MA., M.Phil. M.SUNDARARAJ
Deputy Manager / HR / Welfare MANAGER / HR
HRM DEPT HRM DEPT
B.H.E.L./RANIPET B.H.E.L./RANIPET
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DECLARATION
I, M.VASUGI hereby declare that the this project entitles A STUDY ON
ANALYSING THE EFFECTIVENESS OF GRIEVANCE HANDLING
SYSTEM IN BHEL, RANIPET is submitted to the Anna University in partial
fulfillment of the requirements for the award of the Master of Business Administration
is a record of original project work done by me under the supervision and guidance of
LecturerMiss.G. SHANMUGAPRIYA, MBA, M.Phil, Vel Tech College.
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ABSTRACT
The project titled A STUDY ON ANALYSING THE EFFECTIVENESS
OF GRIEVANCE HANDLING SYSTEM IN BHARAT HEAVY
ELECTRICALS LIMITED, RANIPET. BHEL was established in 1980. The
company is involved in manufacturing Electrostatic Precipitators, Fabric Filters,
Airpreheaters, Fans, Wind Electric Generators, Ash Handling, Coal Handling
Equipment, Desalination Plants, Defense Systems, Gates and Dampers and Logo
Frames.
The total employees strength of the organization is around 5000 and it follows
different new technology for manufacturing. This project work is done to know the
grievance handling system on the BHEL and also to know about the employees
opinion on grievance handling procedure. The study would be immense help to the
company to know the effectiveness of grievance handling system and correction to be
made on it.
The employees are taken at stratified sampling. The samples are taken as 50.
The questionnaire containing 20 questions is prepared and given to the sample
employees and collected the data required for the study. Pilot study is carried out to
identify the weakness in the questionnaire. Percentage analyses and chi square test is
used as tools for analyzing the data.
It is found that the employees agree that the current grievance handling system
is effective. And it needs some kind of regulation to be made on the current set of
rules and regulation. And they also suggest some rules to make it more effective.
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ACKNOWLEDGEMENT
I express with great pleasure and sincerity, my thanks and gratitude to our
chairman and founder of vel education institution Mr. Rangarajan B.E. (Elec),
B.E (Mech), M.S (auto. E) And vice chairman, Dr. Mrs. Sangunthala
Rangarajan, M.B.B.S for providing and excellent environment and infrastructure
in college.
And extend my heart full thanks to Mr. K.Kishore Kumar Director Vel Tech
Engineering College for providing us great support.
I would like to convey my thanks to our respected principal Dr. Jayachandran
and HOD Dr. P.S.Valarmathi, M.com, M.Phil, Ph.D, Department of
Management studies for providing me with the opportunity to carry out this
project work.
I acknowledge with gratitude the help of my project guide
Miss.G.Shanmugapriya,M.B.A, M.Phil, who shared with me her knowledge andexpertise and took keen interest in designing my project under her valuable
guidance. I would like to thank all other faculties of the Department of
Management studies for their valuable assistance.
I am greatly privileged to express my deep sense of gratitude to Mr.M.Selvam,
MSW,MA. M.Phil, senior HR Manager (BHEL), and other members of the teamfor their guidance and support given to complete this project work successfully. I
would like to thank all the employees of Bharat Heavy Electricals Ltd for their
cooperation and assistance in collecting information and data for study and
providing me an opportunity to interact on different aspects of the organization.
I am very much thank full and I dedicate this project to my parents who has
supported me at the hard times and with out whom this project would have not been
a successful one. At last I am very much thank full to the almighty that sent all
these precious people to help me in completing this task.
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CONTENTS
S.NOTITLE PAGE.NO
1. INTRODUCTION 1
2. OBJECTIVES 2
3. SCOPE OF THE STUDY 3
4. LIMITATIONS OF THE STUDY 4
5. COMPANY PROFILE 56. REVIEW OF LITERATURE 17
7. RESEARCH METHODOLOGY 24
8. DATA ANALYSIS AND INTERPRETATION 27
9. FINDINGS 52
10. SUGGESTIONS 54
11. CONCLUSION 55
12. BIBLIOGRAPHY 56
13. ANNEXURE 57
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LIST OF TABLES
S. No PARTICULARSPAGE
.No
1. The aware of grievance handling procedure 27
2. The feedback about present grievance handling method 28
3. The essential of grievance handling in cultivating good employee relation 29
4. The rating of the company
Respect to individuals 30
Safe work place 31
Open communication 32
Employee recognition 33
5. The employee approach to express their grievance 346. The duration for the response of the employee grievances 35
7. Employees allowed to complain their grievances to higher officials 36
8.Employees are allowed to express their discontentment problems to the top
management
37
9. The duration of top management interaction 38
10. The method for receive complaints from the employees 39
11. Employee grievances are handled confidentially 40
12. The lack of disciplinary action 41
13. The reason for grievance arise 42
14. The qualities needed to the manager 43
15. The way used for control the grievances 44
16. Counseling is an effective way to solve the grievances 45
17. The factors used to frame the grievance procedure 46
18. The most effective method to solve the disputes 47
19. Employees opinion regarding grievance handling procedure 48
20. Employees awareness about legislative aspects 49
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LIST OF CHARTS
S. No PARTICULARS
PAGE
.No1. The aware of grievance handling procedure 27
2. The feedback about present grievance handling method 28
3. The essential of grievance handling in cultivating good employee relation 29
4. The rating of the company
Respect to individuals 30
Safe work place 31
Open communication 32
Employee recognition 33
5. The employee approach to express their grievance 346. The duration for the response of the employee grievances 35
7. Employees allowed to complain their grievances to higher officials 36
8.Employees are allowed to express their discontentment problems to the top
management
37
9. The duration of top management interaction 38
10. The method for receive complaints from the employees 39
11. Employee grievances are handled confidentially 40
12. The lack of disciplinary action 41
13. The reason for grievance arise 42
14. The qualities needed to the manager 43
15. The way used for control the grievances 44
16. Counseling is an effective way to solve the grievances 45
17. The factors used to frame the grievance procedure 46
18. The most effective method to solve the disputes 47
19. Employees opinion regarding grievance handling procedure 48
20. Employees awareness about legislative aspects 49
INTRODUCTION
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Effective grievance-handling procedures are an important feature of many
enterprises. These procedures enable employees, unions and employers to deal with
workplace problems promptly and constructively. Improved communication also
assists in resolving grievances as close to the source as possible.
A grievance is a sign of an employees discontentment with his job or his
relationship with his colleagues. Grievances generally arise out of the day-to-day
working relations in an organization. An employee or a trade union protests against an
act or policy of the management that they consider violating employees rights.
One of the effective ways of minimizing and eliminating the source of
an employees grievance is by having an open door policy. An open door
policy facilitates upward communication in the organization where employees
can walk into a superiors cabin at any time and express their grievances.
The National Commission on Labor suggested a Model Grievance Procedure, which
lays down the sequence of steps to be taken whenever a grievance is expressed.
Conflict occurs when two or more people or parties perceive an
incompatibility in their goals or expectations. There are seven methods for achieving
reconciliation of conflict. These methods are win-lose, withdrawal and retreat from
argument, smoothing and playing down the difference, arbitration, mediation,
compromise and problem solving. Of all these methods problem-solving method is
most likely to bring about a win-win situation.
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OBJECTIVES
To analyse the reason for employee grievances arising in the organization.
To study about the various sources of minimizing employee grievances.
To study the role of managers in grievances handling.
To study about the need of the concept grievance handling procedure.
To analyse the effectiveness of current grievance handling system in the
organization.
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SCOPE OF THE STUDY
The study would be of immense help to the company to known the
effectiveness of the implementation of grievance handling procedure.
This study helps to know about the reasons for arising grievances among the
employees.
This study helps to know the different methods for solving grievances.
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LIMITATIONS OF THE STUDY
The result depends upon the status of the employee regarding income,
designation.
The result of the study depends upon the information furnished by the
employees. Hence the information provided by them subjected to personal
bias.
Due to constraint of time only a specific sample size from the entire
population of employees have been calculated for the study.
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BHEL - AN OVER VIEW
BHEL is the Largest Engineering and Manufacturing Enterprise in India in
the energy related / infrastructure sector today. BHEL was established more than 40
years ago. When its first plant was set up in Bhopal ushering in the indigenous Heavy
electrical Equipment Industry in India, a dream which has been more than realized
with a well recognized track record of performance. It has been earning profits
continuously since 1971 72, and achieved a sales turnover of Rs.7286.6 crores with a
Pre-Tax profit of Rs.662.8 crores in 2001 2002.
BHEL caters to core sectors of the Indian Economy viz., Power Generation &
Transmission, Industry, Transportation, Telecommunication, Renewable Energy,
Defence etc,. The wide network of BHELs 14 Manufacturing Divisions, Four Power
Sector Regional Centers over 100 Project sites, Eight service centers and 18 Regional
officers, enables the Company to promptly serve its customers and provide them with
suitable products, systems and services efficiently and at competitive prices.
BHEL has already; attained ISO 9000 Certification for Quality Management and ISO
14001 certification for Environment Management.
CORPORATE PROFILE
Bharat Heavy Electricals Limited is the largest Engineering and
Manufacturing Organization in India. It was established to comprehensive range of
products and services for Hydro Generators, Thermal Power Stations, Nuclear Power
Station and Gas Turbine and Distribution at the initial stage.
To fulfill the objects the following concerns were established.
1. Heavy Electrical Plant - Bhopal (MP) - Aug 1956
2. High Pressure Boiler Plant - Trichy (TN) - May 1965
3. Heavy Power Equipment Plant Hyderabad (AP) - Dec1967
4. Heavy Electrical Equipment Plant - Hardwar (UP) - Jan 1967
5. Boiler Auxiliaries Plant - Ranipet (TN) - Mar 1980
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BHEL is in the field of Steam Generator, Serving the needs of various users,
who are in need of reliable efficient Steam Generators. Modern Steam Generators are
large complex equipment, incorporating the latest advancements in the fields of heat
transfer, material science, electronics and other engineering sciences.
In the international level BHEL is among the Top 10 organizations in the
world production Power Plant Equipment. So far BHEL has secured export orders
from more than 40 countries to the tune of 4898 million rupees. BHELs roll in
emphasizing on optimum utilization of Indian coal divising methods and equipments
with lower energy consumption and working at a diversited minuture of energy. As
on date BHEL has a Corporate Office at New Delhi and has 14 Manufacturing Units,
10 Service Centers are located in different places of the country. BHEL has a
Corporate Profile and has it Liaison Offices in London, Moscow and Site Offices in
Libya, Thailand and Malaysia.
BHEL UNITS & PRODUCT PROFILE:
High Pressure Boiler Plant - Trichy:
Power Boilers, Industrial Boilers, Nuclear Steam Generators and Reactor
Handlers, FBC/ CBFE Boilers, Heat Recovery Steam Generators, Heat
Exchangers, Pressure Vessels, Reaction Columns, Piping Systems, Pipe Fittings,
Gravimetric Feeders, Soot Blowers, Block Valves, Suspension System and Casting
Support System, Thermo Pressed Components and Armored Vehicles for Defense.
Seamless Steel Tube Plant - Trichy :
Seamless Steel Tube, Spiral Fin Welded Tubes.
Boiler Auxiliaries Plant - Ranipet :
Electrostatic Precipitators, Fabric Filters, Airpreheaters, Fans, Wind Electric
Generators, Ash Handling, Coal Handling Equipment, Desalination Plants, Defense
Systems, Gates and Dampers and Logo Frames.
Industrial Valves Plant - Govindwal :
Industrial Valves and Fabrication
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Heavy Electrical Plant - Bhopal:
Steam Turbines, Turbo Generators, Hydrosets, Switch Gear Centroglass,
Rectifiers, Capacitors, Transformers, Motors, HVDC Large Electrical Power Supply
Machines, Industrial Machines and Large Electrical Traction Machines.
Central Foundry Forge Plant - Hardwar:
Heavy Castings and Forgings.
Heavy Power Equipment Plant - Hyderabad :
Power Generator sets, Industrial Turbo sets, Compressors Pumps and Heaters,
Bowl Mills, Heat Exchangers, Oil Rigs, Gas Turbines, Switch
Gear.Electronics Division - Bangalore:
Energy Meters, Water Meters, Control Equipments, Capacitors, Photo Voltaic
Panels, Electronic Private Automatic Branch Exchange.
Electronic Systems Division - Bangalore :
Simulators, Telecommunication Systems and other advance Microprocessor
Based Control Systems.
Electro Porcelan Division - Bangalore :
Insulators and Bushings, Ceramic Liners.
Insulators Plant - Jagadishpur :
Insulators and Bushings.
Component Fabrication plant - Rudrapur :
Solar cells, Solar Lanterns, Chargers and Solar Clocks.
Heavy Electrical Equipment Plant - Hardwar:
Turbo sets, Hydrosets, Electrical Machines, Industrial Control Panels,
Winches, Gas Turbines and Light Aircrafts.
Transformers Plant - Jhansi :
`Transformers, AC Logos, AC EMU, Diesel Shunters.
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MAJOR FUNCTIONS OF BHEL
Power Generation:
Power Generation Sector comprises Thermal, Gas, Hydro and Nuclear Power
Plant Business. As of 31-03-2001, BHEL supplied sets accounts for nearly 67232
MW or 64% of the total installed capacity of 1, 04,917 MW in the country, as against
nil till 1969 1970.
BHEL has proven Turnkey capabilities for executing Power Projects. To
make efficient; use of the High Ash Content Coal available in India, BHEL supplies
circulating Fluidized Bed Combustion Boilers to both Thermal and Combined-Cycle
Power Plants.
The company manufactures 220/235/500 MW Nuclear Turbine Generator sets,
land has commenced production of 500 MW Nuclear Turbine Generator sets.
In all, orders for more than 700 utility of Thermal, Hydro, Gas and Nuclear.
The Power Plant Equipment manufactured by BHEL is based on contemporary
Technology comparable to the world, and is also internationally competitive.
POWER TRANSMISSION & DISTRIBUTION (T & D):
BHEL offers wide-ranging Products and systems for T & D applications,
Products manufactured include Power Transformers, Instrument Transformers, dry
type Transformers, Series and Shunt Reactors, Capacitor, SF Circuit Breakers, Gas
insulated Switch Gear and Insulators. EHV level series have been installed in KSEB,
MSEB and Power Grid Networks. Complete HVDC systems can be delivered by
BHEL.
INDUSTRIES:
BHEL is a major contributor of equipment and systems to industries: Cement,
Sugar, Fertilizer. Refineries, Oil and Gas Petrochemicals and paper. The range of
Systems & Equipment supplied includes: Captive Power Plants, DG Power Plants,
Industrial Steam Turbines, Industrial Boiler and Auxiliaries, Gas Turbines, Pressure
Vessels, Electric Machines, Seamless Steel Tubes, Reactors, Electrostatic
Precipitators, Fabric Filters, Fluidized Bed Combustion Boilers. The company is a
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major producer of Large size Thyristor Devices. BHEL is the only company in India
with the capability to make simulators for Power Plants. The company has
commenced manufacture of large Desalination Plants to help augment the supply of
Drinking Water to people.
TRANSPORTATION:
BHEL is Included in the Development Design, Engineering, Marketing,
Production, Installation Maintenance and after-sales services. The Electric and Diesel
Traction Equipment on Indian Railways are largely Powered by Electric Propulsion
Systems produced by BHEL. The company also undertakes Retrofitting and Over
hauling. BHEL is geared up to Turnkey execution. BHEL is also diversifying in the
area of Port Handling Equipments.
TELECOMMUNICATION:
BHEL also caters to Telecommunication sector by way of small, medium and
large switching systems.
RENEWABLE ENERGY:
Technologies that can be offered by BHEL for exploring Non-Conventional
and Renewable sources of energy include, Wind Electric Generators, Solar Photo
Voltaic systems, Solar Heating Systems and Solar Lanterns.
INTERNATIONAL OPERATIONS:
BHELs products services and projects have been exported to 52 countries
ranging from the United States in the far East. The cumulative capacity of Power
Generating Equipment supplied by BHEL outside India is over 3000 MW. The
company overseas presence include several projects, 150 MW ( ISO ) Gas Turbine to
Germany, utility boilers, open cycle Gas Turbine Power Plant to Malaysia , Turkey
Power Station for Tripoli. Hydro Generator to New Zealand and Hydro Power Plant
to Thailand. BHEL has recently executed major Gas Based Power Projects in Saudi
Arabia and Oman.
For outstanding performance in exports BHEL won the top exporters shield
from EEPC for the year 1994 1995.
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TECHNOLOGY UPGRADATION AND RESEARCH & DEVELOPMENT:
BHEL has upgraded its products and related technologies to contemporary
levels through continued in house efforts and acquisition of technology from leading
engineering organizations in the world viz., Siemens, General Electric, Asian Brown
Boveri and Hitachi etc.,
BHEL corporate R & D center at Hyderabad spread over a 140 acre complex.
Several state of t he art Technologies developed in house have been commercialized
like Fluidized Bed Combustion Boilers, Direct Ignition of Pulverized DIPC etc.,
BHEL has also transferred technologies developed in house including FBC Boilers up
to 15 tons per hour.
HUMAN RESOURCE DEVELOPMENT:
The most prized asset of BHEL is its employees. The Human Resources
Development institute and other HRD centres of the company help in not only
keeping their skills updated and finely honed but also in adding new skills when ever
required.
PARTICIPATION IN THE GLOBAL COMPACT OF THE UNITED
NATIONS:
The Global Compact is partnership between the United Nations. BHEL has
joined the Global Compact of United Nations and has committed to support it, and
set core values enshrined in its nine Principles.
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HISTORY OF BOILER AUXILIARIES PLANT
It was decided to set an Auxiliaries Plant for BHEL. Our Defense Minister
Thiru. R.Venketaraman, Assistant Agriculture Minister Thiru R.V.Swaminathan tried
and got the Plant, i.e., BOILER AUXILIARIES PLANT (BAP) at Ranipet. This plant
was established as the 13th Manufacturing Units of BHEL.
In the year 1980 March, BAP established. In 1982 October Production of Air
Preheater was started on and later on Electrostatic Precipitator was started to
manufacture. Later in the year 1985 it started its manufacturing Fan and on October
5th, 1985 the BAP Ranipet project and its complex was named as Indira Gandhi
Industrial Complex. The Investment that was put on BAP / Ranipet was around Rs.36
crores.
PEOPLE ORIENTATION:
To enable each employee to achieve his potential, improve his capabilities
perceive his role and responsibilities and success of the company. To invest in human
resources continuously and be alive to there needs.
TECHNOLOGY:
To achieve Technology excellence in operations by development of
indigenous technologies and efficient absorption and adoption of imported
Technologies to suit business needs and priorities and provide a competitive
advantage of the company.
IMAGE:
To fulfill the expectations which state holders like Government as Owner,
Employee, Customs and Country at large have from BHEL.
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COMPANY OBJECTIVES:
BUSINESS MISSION:
To maintain a leading position as suppliers of quality equipment systems and
services in the field of conversion, Transmission, Utilization and conservation of
energy for application in the area of Electric Power Transportation Oil and Gas
exploration and Industries. To utilize companys capabilities and resources to expand
business into allied areas and other priority sectors of the economy like Defence,
Communication and Electronics.
GROWTH
To ensure a steady growth by enhancing the competitive edge of BHEL in
existing business, new areas and international operations.
PROFITABILITY:
To provide a reasonable and adequate return on capital employed primarily
through improvements in operation, efficiency, capacity, utilization and productivity
and general adequate internal resources to Finance the Companys Growth.
CUSTOMER FOCUS:
To build a high degree of customer confidence by providing increased value of
his money through international standards of produce quality, performance and
superior customer services.
DEPARTMENT AND THEIR FUNCTIOINS
ENGINEERING:
The engineering department plays a vital role of our Organization. Analysis
tenders floated by customers and give proposals to mastering department. After
release of Work Order by Commercial prepares and issue drawings and other
documents for manufacturing / procurement Release R indent for customer specific
materials sends, materials forecast to material planning for other materials.
Engineering Development Center in BAP / Ranipet as divided in to three sections
according to Product Profile.
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EDC / AIRPREHEATER
The main functions of this department is:
a) Proposal Engineering
b) Product Engineering
c) Field Engineering
d) Research and Development
EDC / FANS
The main functions of this department is:
a) Proposal Engineering
b) Product Engineering
c) Field Engineering
d) Research and Development
e) Fan Testing Station.
EDC / AQCS
The main functions of this department is:
a) Proposal Engineering and Pre-Contract Review
b) Contract Engineering and Design Controlc) Stress Analysis and Product Engineering.
EVOLUTION OF BAP
Boiler Auxiliaries Plant, the 13th manufacturing unit of BHEL was set up at
Ranipet in March 1980, as a part of the relocation of facilities from Trichy. BAP is
the third phase expansion of BHEL / Trichy where in 4000 MW capacity addition in
the country and enhancement of unit setup to 500 MW were envisaged.
The capacity of BAP (Tonnage) is 57000 tons / year. It includes shop
manufacturing off-loaded items, MSA, Direct to Site items produced items and
Direct dispatch items motors, bolts. Etc.,
Boiler Auxiliaries Plant / Ranipet was started its production activities by
manufacturing of Electrostatic Precipitator (ESP), Airpreheater (APH) and Draft Plant
(Fans) as its main products. After a decade new products like Heat Exchangers,
Desalination Plants, Wind Electric Generators, Dampers louvers, Gates (Hot Air)
were added to the product line. The unit has also manufactured tanks for ISRO,
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GSAT, INSAT-3 and IRS P5 applications. It has capacity to fabricate machine and
assemble Launcher for TRISHUL Missiles, Mine Winder Components are also under
production at Ranipet.
BHEL is committed to Total Quality Management (TQM) system, in line with
CII / EFQM guide lines and improvement action plans are being implemented in
BHEL. BAP / Ranipet is using techniques like, Bench Marking, Six Sigma, Kaizen
etc., The TQM efforts are aimed at improving quality of Products, Customer focus,
timely submission delivery, technology and process upgradation on continuous basis.
The second total quality assessment was carried at during September 99.
ISO 9000 Re-Certification was successfully completed for the second
consecutive time and Surveillance Audit completed with NIL NCRs. In line with
the corporate Environment Management Policy, activities are initiated for ISO 14000
certification. The quality circle movement is re-vitalized and a minimum No. of
circles are active in the limit.
Modernization scheme for the upgradatioin of facilities in BAP is under
implementation at an investment of around 10 Crores. As a part of renovation of the
facilities at BAP, 2 heavy duty machine tools WD 160 horizontal boring and SK 25
vertical boring are being reconditioned, various innovative productivity improvement
equipment have been introduced in the production shops, Computer Aided
Attendance Recording System ( CAARS ) has been installed.
INFRASTRUCTURE OF BAP
The BAP was established with the following facilities.
Office accommodation are provided in 3 main buildings viz., Engineering
building, Administration building and Shop Office building. The P&A Department,
GMs Secretariat, Purchase Department, Accounts Department and Ancillary
Department are accommodated in the administrative building. The Design
Engineering, Informatics Center, Marketing, Commercial, Central Library, Archives,
Technical Services are located in the Engineering Building. Production Supporting
Services, HRDC, Time Office, FMC, Welfare, Erection Services, Safety Engineering
and Stores Department are located nearer to shop.
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The Production shop supported by material preparation shop and Fan Testing
Station. It performs the manufacturing activities. The production shop consists of
7 bays. One bay is allocated for material preparation, one bay is allocated for
machines (F3 bay) and other two are called Feeder bays for the assembly bays
(5 in nos). A1, A2, A3 (Airpreheater bays), F1 and F2 (Fans) bays and F3 bay is the
Machine Shop, which is divided in to light Machine and heavy machine shop.
An Oxygen Plant, Acetylene Plant and Compressor Plant along with a Stores
Complex, consists of Raw Material Stores (RMS) open yards with gantry cranes,
Sub-delivery stores (SD) Consumable, Stores, Inflammable Stores are also available.
ADDITIONAL PRODUCTS
CHIMNEY SHELL
DAMPERS
DUCTS AND DUCTS SUPPORTS
ISRO COMPONENTS
DEFENCE
Being one of the top profit making companies with World, BHEL has attained
such position undoubtedly because of the sustained cooperation and dedicated service
by the 51,000 employees.
Further represents a high energy potential forces which alone can transform
BHEL into Global Player that is expected.
Further the strength of BHEL has always lies in its highly trained and
motivated people.
BHEL as an organization is putting its continuous efforts to keep it in a
leading position in contributing the equipment is required for Power and Industrial
Sector in India and Abroad also BHEL taking more contribution Power to our Nation
indirectly.
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Hope this will continue and BHEL will be global leader in the years to come.
ADVANTAGES OF USING AIR PREHEATERS IN BOILERS
- The efficiency of Boilers is increased for every 20 C drop in flue gas
temperature.
- The efficiency of Boiler increases by 1%.
- Saves as much as 15% of fuel casts.
- Combustion stability due to Hot Air.
- Permitting to burn poor quality Coal.
- Less Fouling due to better combustion.
- Permits faster load variation and fluctuation.
- Hot air can be used for coal drying and transporting the pulverized coal
to burners.
- Reduced flue gas volume leads to size reduction in Air Pollution
Control Equipment.
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REVIEW OF LITERATURE
DEFINITION:
A grievance may be understood as an employee dissatisfaction orfeeling of Personal injustice relating to his or her employment relationship.
The grievances of the employees are related to the Contract, work rule
or regulation, policy or procedure, health and safety regulation, past practice,
changing the Cultural norms unilaterally, individual victimization,wage,bonus etc.
METHODS FOR ACHIEVING RECONCILIATION OF
CONFLICT
There are seven methods for achieving reconciliation of conflict. These
methods are win-lose, withdrawal and retreat from argument, smoothing and playing
down the difference, arbitration, meditation, compromise and problem solving.
ROLE OF MANAGEMENT IN GRIEVANCE PROCESS:
Managers must be educated about the importance of the Grievance
process and their role in maintaining favorable relations with the union. Effective
grievance handling is an essential part of cultivating good employee relations and
running a fair successful and productive work place.
Positive labour relations are two-way street both sides must give a little
and try to work together relationship building is key to successful labour relations.
PRECAUTIONS AND PRESCRIPTIONS:
The management should take care of the following aspects to develop a
culture of trust and confidence upon the employees.
1. Always ensure that the managers involved in the grievance handling procedures
have a quiet Place to meet with the complainant.
2. Always ensure that managers have adequate time to be devoted to the complainant.
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3. Explain managers role, the policy and the procedures clearly in the grievance
handling procedure.
4. Fully explaining the situation to the employee to eliminate any misunderstanding.
5. Try to let employees present their issues without prejudging or commenting.
6. Do use a positive, friendly way to resolve the crisis than positive step which disturb
the system.
7. Always focus on the subject of the grievance than allied issues.
8. Listen and respond sensitively to any distress exhibited by the employees.
9. Eliminating the source of the irritation or discomfort being complained of.
10. The investigator or decision maker acts impartially, which means they must
exclude themselves if there is any bias or conflict of interest.
11. Try to look upon the problem on different angles for appropriate understanding.
12. Consider all relevant information in the investigation process.
13. Ask the staff member their preferred resolution option although it is important to
make it clear that this may not be possible outcomes.
14. Be aware of the limits of authority of the person who involved in the grievance
handling Procedures.
15. Avoid as far as possible the union involvement in conflict resolution situation
process.
16. Dont horse trade or swap one grievance for another
(Where the union wins one management wins one).
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GUIDELINES FOR GRIEVANCE HANDLING:
The set of guidelines issued by the nodal agency for policy formulation
on grievance handling namely, the department of administrative reforms and public
grievances (DARPG).
ACCESSIBILITY
Grievance handling is decentralized and grievances are settled
independently by each ministry, or department, agency. There is a provision foraccessibility of publicity notified grievance officers to meet the aggrieved persons at
specified times and on specified days of the week. Telephone numbers and contact
addresses of the grievance officers are published. Complaint boxes are placed at or
near the reception desks. Information and facilitation counters have been set up by the
organizations with a large public interface.
SIMPLICITY
The streamlining of complaints-handling is essential and, though an
outline of the governments requirements to assess a grievance is publicized, no strict
proforma for application is laid down. Nodal agencies, like the DAPRG, the
department of Pensions and Pensioners Welfare (DP&PW) and the Directorate of
public grievance (DPG) in the cabinet secretariat facilitate the setting up of grievance
mechanisms by government bodies and monitor the movement and disposal of
individual grievances on a selective basis.
SPEED:
Time limits have to be fixed and notified for Grievance-handling and final
disposal by each organization. The DAPRG has recommended 15 days for
acknowledgement and three months for interim reply or final disposal and reply.
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FAIRNESS
It is not as easy as it sounds, as it requires balancing fairness towards the
complainant with fairness towards the organization and the individual complained
against. Perception of fairness can vary sometimes even in the face of true
impartiality. Transparency on the part of the decision-making and implementing
authority goes a long way towards ensuring fairness.
CONFIDENTIALITY:
It needs to be maintained in all cases, particularly in matters such as
dispute settlement in land-revenue or police cases. With the increasing use of
information technology, provisions for maintaining confidentially are being built into
grievance software too.
A reply to any grievance must cover all points raised and not address the
grievance partially, moreover, if an application is rejected, the reasons for such
rejection must be made explicit. if there is any follow-up action, it must be pursued.
This is not to say that such consideration is to be given to frivolous or frivolous or
fictitious complaints or to those which are persistently repeated, despite a well argued
final reply having been sent. In order to be effective the grievance redress mechanism
should provide specific remedies.
Remedies vary from compensations and refunds to repairs and
replacements, from giving requisite information to tendering an apology.
PURPOSE OF THE GRIEVANCE PROCEDURE
1. Channel conflict into an institutionalized mechanism for peaceful resolution.
2. Facilitate communication between labour and management regarding problems that
arise in a collective bargaining relationship.
3. Enable employees to complain with dignity knowing that there is a system of
appeals leading to an impartial decision maker.
4. Enforce compliance with the terms and conditions negotiated by the parties.
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GRIEVANCE PROCEDURE:
It is one of the method for resolving disputer. All labour agreements
contains some form of grievance procedure. And if the procedure in followed strictly
any dispute can easily be resolved.
CONDITIONS WHICH MAY GIVE RISE TO A GRIEVANCE
ARE:
1. A violation of law.
2. A violation of the intent of the parties an stipulated during contract negotiations.
3. A violation of company rules.
4. A change in working conditions or past company practices.
5. A violation of health and or safety standards.
STAGES OF GRIEVANCE PROCEDURE:
1. FIRST STAGE
The aggrieved employee shall first submit his grievance in writing to
his Sectional Head in the prescribed form. The sectional head should study the
grievance carefully with the least possible delay and the aggrieved employee shouldbe given an opportunity to present his case in person if he request for same. If the
employee so desires he may take the assistance of a co-worker or a union
representative. A written reply shall be given before the end of the fifth working day,
the concerned officer should record reasons for the delay which should be
communicated to the aggrieved employee.
2. SECOND STAGE
Incase the said employee is not satisfied with the reply of the sectional
head, or if the sectional head fails to give a reply within the stipulated time as in first
stage above, he shall be free to register his grievance in writing in the prescribed form
with his departmental head. Departmental head shall, after careful study, give an
opportunity to the concerned person to present his case before him, if the employee
express a desire to be heard in person. The employee may be permitted to take the
assistance of a co-employee or a union representative of his choice at time of personal
hearing. The head of department should give a reply at the end of the fifth working
day from the day of receipt of such complaint.
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3. THIRD STAGE
If the employee is not satisfied with the decision of the Departmental
head are if the later fails to given any decision within the stipulated period, the
employee will be entitled to lodge an appeal to the Divisional head or any other
officer nominated by the management for this purpose. This officer should also
follow the same procedure as prescribed in stages 1 and 2 and a reply should be given
before the end of the tenth working day. If the employee so desires, he may be
permitted to take the assistance of a co-employee of his choice or an office bearer or
executive committee member of the union at the time of personal hearing. If the
aggrieved employee is not satisfied with the decision of the divisional head, he can
refer the case to THE EMPLOYEES UNION within ten days. The union may discuss
the subject if they deem fit, in the periodical management-union meetings which will
be held within one month from the day, such reference is made by the union to the
management.
4. GENERAL
(1) If the employee intends to take his case from one stage to another, he shall do so
before the expiry of five days at stages I and II and 10days at the stage III. If the
employee is not on duty for any reason for any period that period will not be reckoned
for calculating the period.
(2) If the employee has to leave the department during working hours on call from
any officer with reference to the grievance, prior permission of his immediate superior
shall necessarily be obtained.
(3) Officers handling grievances at stages I and II shall associate the concerned
Personnel officer of the division during discussions on the grievance of the
Employees. The officer at stage III shall associate deputy personnel manger in the
discussions and settlements.
(4) Acknowledgement for receipt of grievances including complaint should be given
to the employee at every stage.
(5) The decision given in stages I, II and III in favour of an aggrieved employee will
generally be implemented by the management.
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5. SCHEDULE AND PROCEDURE FOR GRIEVANCE
HANDLING GUIDANCE TO OFFICERS
(1) Try to avoid problems in your department before they cause grievances.
(2) Be a good listener. Even though you feel that the aggrieved worker is wrong,
listen patiently to his complaint. Find out what really is the basis of his
dissatisfaction. Show interest in his problem.
(3) Use a positive, friendly approach.
(4) Have patience, pounding the table and shouting does not settle anything.
(5) Avoid personal consideration. What counts is not who is right, but what is right.
(6) Remember that you and the employee will have to work together, to settle other
issues in future.
(7) Do not get upset or resort to threats. If you and the employee do not come to an
agreement, there are further steps to settle the issue.
(8) Appeal to the managements interest. It is in their interest also, to have grievances
settled satisfactorily and to keep the morale high.
(9) Settle each grievance on its merit. Do not give up one grievances case in order to
get a favourable decision in another.
(10) Remember that the management too has its rights, that both the workers and the
management must live upto the terms of agreement.
(11) Keep the aggrieved worker constantly informed as to what is being done about
his grievance.
(12) Permit the employee to correct his mistake without loss of face or dignity.Present the facts and give the employee time to consider your arguments. An
objective decision shall be taken on the facts and circumstances of the case within the
framework of rules and regulations of the company.
(13) After a decision has been reached on a grievance by the management and the
concerned employee, ensure that the decision is carried out expeditiously.
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1.7 RESEARCH METHODOLOGY
The research design is primarily descriptive and it follows analytical
approach in bringing out the solution for the problem and is purely the framework or
plan for a study that guides the collection and the analysis of the data. It may be
worthwhile to mention here that a research design is essentially the framework for the
study, which ensures that.
The study will be relevant to the subjects and the topics discussed.
The data collected will be accurate.
DESCRIPTIVE RESEARCH DESIGN:
Descriptive research design is used to find solution for research problems. It is
rigid or formal. Descriptive study provides clear specification for who, what, when,
where, why and how aspects of the research. It also involves more specific hypothesis
and testing of them through statistical inference techniques. Two basic types of
research design used in descriptive research are case research design and statistical
research design.
RESEARCH METHODOLOGY
KEY ISSUES OPTION SELECTED
Data source Primary and secondary data
Research approach Interview survey
Instrument Questionnaire
Contact method Personal contact
DATA COLLECTION:
The work does not end by framing the design. It is necessary to acquire
various details. The collected information is aimed at getting a truthful and clear
result. The result can be further analyzed selection of best possible method for
collecting data becomes very vital for this type of study.
The two types of data used for the purpose and study are
1. Primary data
2. Secondary data
1. PRIMARY DATA:
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The relating study was collected from the staff and executive level in
the company. It was collected through questionnaire method. The other methods
such as observation, indirect oral interview and detailed discussion with the
employees had been conducted for the purpose of data collection.
QUESTIONNAIRE DESIGN:
The questionnaire used for collecting the data is a structured one. It was
a mixture of open ended, closed ended and multiple industry choices. The words used
were simple and helps in avoiding confusion and misunderstanding among the
respondents.
Various questionnaires were avoided in order to make sure that thequestions were arranged in a logical order. So that, the respondents would not find the
questions confusing.
2. SECONDARY DATA
Secondary data are those which have already been collected by some
other agency and which have already been processed. Secondary data for the study
has complies from the reports and official publications of the organizations, whichhave helped in getting and insight present scenario existing in the operation of the
company.
SAMPLING PROCEDURE
KEY ISSUES OPTION SELECTED
Sampling unit Employees
Sampling 50
The first step of research design is used t formulate the objectives of research
plan, which will specify the ways of achieving research objectives. Questionnaire was
used to collect the needed information. The sampling method was convenience
sampling and it is made in such a way freely without any hesitation.
TOOLS USED FOR ANALYSIS:1. Percentage analysis
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2. Chi-square test
3. Weighted average method
The information gathered is analyzed by using the following appropriate tools such as
used
PERCENTAGE ANALYSIS
Percentage refers to a special king of ratio. Percentage is used in making
comparison between two or more series of data. Percentage is used to describe
relationship. Percentage (%) = No. of respondents*100/total respondents
CHI-SQUARE TEST
The objective of chi-square test is to determine whether the real ofsignificant difference exists among the various groups. Chi-square test involves
comparison of observed frequency (Oi) and the expected frequency (Ei) to determine
whether the difference between the two greater than that might occur by change:
The null hypothesis is rejected if the computed value is greater than the
tabulated value.
The null hypothesis is accepted if the computed value is less than the
tabulated value. Formula:
2 = (Oi Ei) ^2/Ei
Oi = OBSERVED FREQUENCY.
Ei = EXPECTED FREQUENCY.
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TableNo.1
The aware of grievance handling procedure
S.No. Particulars
No. of
respondents Percentage (%)1. Yes 38 76
2. No 12 24
Total 50 100
Inference:
From the above table it is inferred that 76% of the respondents are
aware about the grievance handling procedure and 24% are not aware about grievance
handling Procedure.
Chart No.1
36
0
10
20
30
40
50
60
70
80
OPINION OF RESPONDENTS
PERCENTAGEOF
RESPONDENTS
Yes
No
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Table No.2
The feedback about present grievance handling method in organization.
S.No ParticularsNo. of
respondentsPercentage (%)
1. Very Good 8 16
2. Good 16 32
3. Satisfactory 17 34
4. Poor 9 18
Total 50 100
Inference:
From the above table it is inferred that 16% feel present grievance
handling method is very good, 32% feel good, 34% feel satisfactory and 18% feel poor.
Chart No.2
Table No.3
The essential of grievance handling in cultivating good employee relation.
S.No Particulars No. of Percentage (%)
37
0
5
10
15
20
25
30
35
PERCENTAGE
OF
RESP
ONDENTS
OPINION OF RESPONDENTS
Very Good
Good
Satisfactory
Poor
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respondents
1. Strongly agree 14 28
2. Partially agree 13 26
3. Agree 17 34
4. Disagree 6 12
Total 50 100
Inference:
From the above table it is inferred that 28% of the respondents strongly
agreed that the grievance handling is an essential part in cultivating good employee
relation, 26% are partially agreed, 34% are agreed and 12% of the respondents
disagreed.
Chart No.3
Table No.4
The rating of the Company.
Table No.4.1
1.Respect to individuals.
S.No Particulars No. of Percentage (%)
38
0
5
10
15
20
25
30
35
PERCENTAG
OF
RESPONDEN
S
OPINION OF RESPONDEN
Strongly agre
Partially agre
Agree
Disagree
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Respondents
1. Excellent 10 20
2. Good 14 28
3. Average 12 24
4. Poor 14 28
Total 50 100
Inference:
From the above table it is inferred that 20% of the respondents said
excellent to give respect to individuals, 28% said good,24% said average and 28%
said poor.
Chart No.4.1
Table No.4.2
2.Safe work place
S.No Particulars
No. of
respondents Percentage (%)
1. Excellent 7 14
39
0
5
10
15
20
25
30
PERCENTAG
E
OF
RESPONDENTS
OPINION OF RESPONDENTS
ExcellentGood
Average
Poor
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2. Good 17 34
3. Average 16 32
4. Poor 10 20
Total 50 100
Inference:
From the above table it is inferred that 14% of the respondents said
excellent regarding safety in work place,34% said good,32% said average and 20%
said poor .
Chart No.4.2
Table No.4.3
3. Open communication
40
0
5
10
15
2025
30
35
40
OPINION OF RESPONDENTS
PERCENTAGE
OFR
ESPONDENT
Excellent
Good
Average
Poor
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Inference:
From the above table it is inferred that 10% of the respondents said
excellent to open communication in the organization.36% said good, 40% said
average and 14% said poor.
Chart No.4.3
41
S.No ParticularsNo. of
respondentsPercentage (%)
1. Excellent 5 10
2. Good 18 36
3. Average 20 40
4. Poor 7 14
Total 50 100
0
5
10
15
20
25
30
35
40
PERCENTA
GEOF
RESPOND
ENTS
OPINION OF RESPONDENTS
Excellent
Good
Average
Poor
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Table No.4.4
4. Employee recognition
Inference:
From the above table it is inferred that 16% of the respondents said
excellent to employee recognition in the organization, 24% said good, 36% said
average and 24% said poor.
Chart No.4.4
Table No.5
42
S.No Particulars
No. of
Respondents Percentage (%)1. Excellent 8 16
2. Good 12 24
3. Average 16 36
4. Poor 12 24
Total 50 100
0
5
10
15
20
25
3035
40
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Excellent
Good
Average
Poor
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The duration for the response of the employee grievances.
S.No ParticularsNo. of
RespondentsPercentage (%)
1. Next day 6 122. Two days 10 20
3. More than a week 24 48
4. Never 10 20
Total 50 100
Inference:
From the above table it is inferred that 12% of the respondents felt the
response for their grievances is next day, 20% felt two days, 48% felt more than a
week and 20% felt never.
Chart No.6
Table No.7
44
0
10
20
30
40
50
PERCENTAGEOF
RESPONDENTS
OPINION OF RESPONDENTS
Next day
Two days
More than a week
Never
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Employees allowed to complain their grievances to higher officials.
S.No Particulars
No. of
respondents Percentage (%)
1. Yes 34 68
2. No 16 32
Total 50 100
Inference:
From the above table it is inferred that 68% of the respondents said
they allowed to complaint their grievances to higher officials and 32% said they are
not allowed.s
Chart No.7
Table No.8
45
0
10
20
30
40
50
60
70
80
OPINION OF RESPONDENTS
PERCENTAGE
OF
RESPONDENTS
Yes
No
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Employees are allowed to express their discontentment problems to the
top Management.
S.No ParticularsNo. Of
respondentsPercentages (%)
1. Yes 28 56
2. No 22 44
Total 50 100
Inference:
From the above table it is inferred that 56% of the respondents
feel free to express their discontentment problems to the top management and 44%
feel not free.
Chart No.8
Table No.9
The duration of top management interaction with the employees
regarding their grievances.
46
010
20
30
40
50
60
PERCENTAGE
OF
R
ESPONDENTS
OPINION OF RESPONDENTS
YES
NO
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S.No ParticularsNo. of
respondents
Percentage
(%)
1. RARELY 14 28
2. OFTEN 14 28
3. VERY OFTEN 12 244. NEVER 10 20
TOTAL 50 100
Inference:
From the above table it is inferred that 28% of the respondents saidrarely regarding the top management interactions with employees, 28% said often,
24% said very often and 20% said never.
Chart No.9
Table No.10
The method for receive complaints from the employees.
S.No ParticularsNo. of
RespondentsPercentage (%)
1. Through word of 20 40
47
0
5
10
15
20
25
30
PERCENTAGEOF
RESPONDENTS
OPINION OF RESPONDENTS
REARLY
OFTEN
VERY OFTEN
NEVER
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mouth
2.Through written
statement16 32
3.Through
feedback14 28
Total 50 100
Inference:
From the above table it is inferred that 40% felt through word of mouth
method is followed to receive complaints, 32% felt through written statement and
28% felt through feedback.
Chart No.10
Table No.11
Employee grievances are handled confidentially
S.No ParticularsNo. of
RespondentsPercentage (%)
1. Yes 28 56
2. No 22 44
48
0
5
10
15
20
25
3035
40
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Through word of mouth
Through written
statement
Through feedback
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Total 50 100
Inference:
From the above table it is inferred that 56% of the respondents feel that
their grievances are handled confidentially and 44% feel it is not handled
confidentially.
Chart No.11
Table No.12
The lack of disciplinary action is a reason for grievance arising among the
employees.
S.No ParticularsNo. of
RespondentsPercentage (%)
49
0
10
20
30
40
50
60
PER
CENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Yes
No
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1. Strongly agree 8 16
2. Partially agree 12 24
3. Agree 20 40
4. Disagree 10 20
50 100
Inference:
From the above table it is inferred that 16% of the respondents strongly
agreed that the lack of disciplinary action is a reason for grievance arising among the
employees, 24% are partially agree, 40% are agreed and 20% of the respondents aredisagreed.
Chart No.12
Table No.13
The reason for grievance arising among the employees.
S.No ParticularsNo. of
RespondentsPercentage (%)
1. Partiality 12 24
50
0
5
10
15
20
2530
35
40
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Strongly agree
Partially agree
Agree
Disagree
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2.Health and Safety
regulation16 32
3.Work rule or
regulation18 36
4. Wage and Bonus 4 8
Total 50 100
Inference:
From the above table it is inferred that 24% of the respondents feel
partiality is the major reason for grievance among the employees, 32% feel health and
safety, 36% feel work rule or regulation and 8% feel wage and bonus.
Chart No.13
51
0
5
10
15
20
25
30
3540
PERCENTAGEOF
RESPONDENTS
OPINION OF RESPONDENTS
Partiality
Health and Safety
regulation
Work rule or regulation
Wage and Bonus
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Table No.14
The qualities needed to the manager for grievance handling
S.No ParticularsNo. of
RespondentsPercentage (%)
1.Effective
communication14 28
2. Loyal to all 8 16
3.Positive and
friendly approach10 20
4. Above all 18 36Total 50 100
Inference:
From the above table it is inferred that 28% are suggest that effective
communication is needed to the manager for grievance handling, 16% are suggest that
loyal to all , 20% are suggest that positive and friendly approach and 36% are suggest
that above all.
Chart No.14
Table No. 15
52
0
5
10
15
20
2530
35
40
PERCENTAGEO
F
RESPONDENTS
OPINION OF RESPONDENTS
Effective
communication
Loyal to all
Positive and friendly
approach
Above all
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The way used for control the grievances among the employees.
S.No ParticularsNo. of
respondentsPercentage (%)
1. Through the union 18 36
2.Through external
persons on the society5 10
3. Through HR person 27 54
4. Through the Court - -
Total 50 100
Inference:
From the above table it is inferred that 54% are said through the union
the grievances among the employees are controlled, 36% are said through the external
persons on the society, 10% are said that through HR person and no one has said
through the court
Chart No.15
Table No.16
53
0
10
20
30
40
50
60
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Through the union
Through external
persons on the society
Through HR person
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Counseling is an effective way to solve the employee grievances
S.No ParticularsNo. of
RespondentsPercentage (%)
1. Strongly agree 13 26
2. Partially agree 8 163. Agree 29 58
4. Disagree 0 0
Total 50 100
Inference:
From the above table it is inferred that 26% of the respondents strongly
agreed that counseling is an effective way to solve the employee grievances, 16%
partially agreed, 58% agreed.
Chart No.16
Table no.17
The factors used to frame the grievance handling procedures.
S. No ParticularsNo. of
respondentsPercentage (%)
1. Based on past record 18 36
2. Based on status of the 20 40
54
0
10
20
30
40
50
60
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Strongly agree
Partially agree
Agree
Disagree
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employee
3.Based on size of the
plant9 18
4.Based on decision
making structure3 6
Total 50 100
Inference:
From the above table it is inferred that 36% of the respondents said
grievance handling procedure is framed based on past record,40% said based on statusof the employee,6% said based on size of the plant and 6% said based on decision
making structure.
Chart No.17
Table No.18
The most effective method to solve the disputes
S. No ParticularsNo. of
respondentsPercentage (%)
1. Collective bargaining 15 30
55
0
20
40
60
80
100
PERCENTAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
Based on past record
Based on status of the
employee
Based on size of the plant
Based on decision making
structure
Total
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2. Code of discipline 18 36
3. Grievance procedure 13 26
4. Conciliation 4 8
Total 20 100
Inference:
From the above table it is inferred that 30% of the respondents said that
collective bargaining is the effective method to solve the disputes, 36% said code of
discipline, 26% said grievance procedure, 8% said conciliation.
Chart No.18
Table No.19
Employees opinion regarding the grievances handling in the organization.
S.No ParticularsNo. of
respondentsPercentage (%)
1. Yes 35 70
56
0
5
10
15
20
25
30
35
40
PERCENTAGE
OF
RESPO
NDENTS
OPINION OF RESPONDENTS
Collective bargaining
Code of discipline
Grievance procedure
Conciliation
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2. No 15 30
Total 50 100
Inference:
From the above table it is inferred that 70% of the respondents satisfied,
30% are dissatisfied in grievance handling system followed by the management.
Chart No.19
Table No. 20
Employee awareness about legislative aspects of grievances redressal.
S. No ParticularsNo. Of
RespondentsPercentage (%)
1. Yes 34 68
2. No 16 32
Total 50 100
57
0
10
20
3040
50
60
70
PERCENTA
GEOF
RESPOND
ENTS
OPINION OF RESPONDENTS
YES
NO
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Inference:
From the above table it is inferred that 68% of the respondents are aware
about legislative aspects of grievances, 32% are not aware.
Chart No.20
58
0
10
20
30
40
50
60
70
PERCEN
TAGE
OF
RESPONDENTS
OPINION OF RESPONDENTS
YESNO
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CHI - SQUARE TEST
Comparison between the employees designation and their suggestions to solve the
disputes.
NULL HYPOTHESIS
H0: There is a no significant relationship between employees designation
and their suggestions to solve the disputes.
ALTERNATIVE HYPOTHESIS
H1: There is a significant relationship between employees designation
and their suggestions to solve the disputes.
COMPARISON TABLE
SUGGESTION/
DESIGNATION
WORKMAN SUPERVISOR EXECUTIVE TOTAL
COLLECTIVEBARGAINING
8 3 3 14
CODE OF
DISCIPLINE
12 3 4 19
GRIEVANCE
PROCEDURE
6 4 3 13
CONCILIATION 2 - 2 4
TOTAL 28 10 12 50
CALCULATIONS
FORMULA USED: (Oi Ei)^2/E
E (8) = 28*14/50 = 7.84 = so we take 7 as E.
E (12) = 28*19/50 = 10.64 = so we take 10 as E.
E (6) = 28*13/ 50= 7.28 = so we take 7 as E.
E (2) = 28*24/50 = 2.24 = so we take 2 as E.
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E (3) = 10*14/50 = 2.8 = so we take 2 as E.
E (3) = 10*19/ 50= 3.8 = so we take 3 as E.
E (4) = 10*13/50 = 2.6 = so we take 2 as E.
E (3) = 14*12/ 50 = 3.36 = so we take 3 as E.
E (4) = 12*19/ 50 = 4.56 = so we take 4 as E.
E (3) = 13*12/50 = 3.12 = so we take 3 as E.
E (2) = 12*4/ = 0.96 = so we take 1as E.
DEGREE OF FREEDOM:
= (R-1) (C-1)
= (3-1) (4-1)
= 2 * 3 = 6
For 6 degree of freedom and 5% level of significance, the table value is 12.592. The
calculated value is 64.57. Since the calculated value is greater than the table value, Ho
is rejected.
INFERENCE:
There is significant relationship between employee designation and theirsuggestions to solve the disputes.
60
Oi Ei (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2/E
8 7 1 1 0.1423 10 -7 14 1.4
3 7 -4 16 2.285
12 2 10 100 50
3 2 1 1 0.5
4 3 1 1 0.333
6 2 4 16 8
4 3 1 1 0.333
3 4 -1 1 0.25
2 3 -1 1 0.333
- - - - -
2 1 1 1 1
TOTAL 64.57
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FINDINGS
1. It is found that 76% of the respondents are aware about the grievance handling
procedure.
2. It is found that most of the respondents feel satisfactory about the present grievance
handling method in organization.
3. It is found that 34% of the respondents agreed that grievance handling is an
essential part in cultivating good employee relation.
4. It is found that most of the respondents said poor regarding respect given to the
individuals in their organization.
Most of the respondents said good about the safe work place.
Most of the respondents said communication is not good in their organization.
Most of the respondents said employee recognition is not good.
5. It is found that 36% of the respondents are approach union leader to express their
grievance.
6. It is found that 48% of the respondents said the duration for the response of the
employee grievance is more than a week.
7. It is found that 68% of the respondents said they allowed to complaint their
grievance to higher official.
8. It is found that 56% of the respondents feel free to express their discontentment
problems to the top management.
9. It is found that 28% of the respondents said rarely regarding the top management
interactions with employees.
10. It is found that 40% of the respondents felt through word of mouth method is
followed to receive complaints from the employees.
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11. It is found that 56% of the respondents feel that their grievances are handled
confidentially.
12. It is found that 40% of the respondents agreed that the lack of disciplinary action
is a reason for grievance arising among the employees.
13. It is found that 36% of the respondents feel work rule or regulation is the major
reason for grievance arising among the employees.
14. It is found that 36% of the respondents are suggest that the manager needed all the
qualities like effective communication, loyal to all, positive and friendly approach for
grievance handling.
15. It is found that 54% are said through the union the grievances among the
employees are controlled.
16. It is found that 58% 0f the respondents agreed that the counseling is an effective
way to solve the employee grievances.
17. It is found that 40% of the respondents said grievance handling procedure is
framed based on status of the employee.
18. It is found that 36% of the respondents feel code of discipline is the most effective
method to solve the disputes.
19. It is found that 70% of the respondents satisfied in grievance handling system
followed by the management.
20. It is found that 68% of the respondents are aware about legislative aspects of
grievances.
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SUGGESTIONS
It is suggested that the management has to conduct meetings weekly/monthly
with each department head so as to discuss the grievances of the employees
and find out some measures.
It is suggested that the organization has to providing individual copies during
induction should make the grievance procedure known to all employees or
providing access via the organizations intranet.
The organization can give counseling to the employees to identify their
grievances and solve their problem in a better manner.
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CONCLUSION
The entire study started with a gaining through knowledge about the grievance
handling system in BHARAT HEAVY ELECTRICALS LIMITED.
A research was conducted to evaluate the effectiveness of grievance handling
system in BHEL using a self administrated questionnaire and various statistical tool toanalyse the various responses received.
The study also suggested BHEL to have meetings weekly/monthly with each
department head so as to discuss the grievances of the employees and find out some
measures.
A study was duration of 30 days. Employees were directly interviewed by
questionnaire through survey method. I gave finding and suggestion on the basis of
objectives of the study. The study was tried to analyse effectiveness of grievance
study have been attained.
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BIBLIOGRAPHY
NAME OF THE BOOK AUTHOR
1. HUMAN RESOURCE MANAGEMENT
DEVELOPMENT P.C. THIPATHI
2. HUMAN RESOURCE AND PERSONEL
MANAGEMENT A. ASWATHAPPA
WEB SITE
WWW.IMPACT1976.COM
www.mapng.org/library/training-development/gdlns.htm
www.authenticityconsulting.com/pubs.htm
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QUESTIONNAIRE
NAME (option) :
EDUCATION : SSLC / HSC / ITI / DIPLOMA
DEPARTMENT : TECHNICAL / NON TECHNICAL
AGE :
GENDER : MALE / FEMALE
MARITAL STATUS : MARRIED / UNMARRIED / WIDOW / SEPARATE
EXPERIENCE : < 10 / 11-20 / 21-30 / 30>
DESIGNATION : WORKMAN / SUPERVISOR / EXECUTIVE
1. Are you aware of the grievance handling procedure?
1. Yes ( )
2. No ( )
2. What is your feedback about the present grievance handling method in your
organization?
1. Very good ( )
2. Good ( )
3. Satisfactory ( )
4. Poor ( )
3. Do you agree that the grievance handling is an essential part of cultivating good
Employee relation?
1. Strongly agree ( )
2. Partially agree ( )
3. Agree ( )
4. Disagree ( )
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4. How do you rate your company?
In providing
Particulars Excellent Good Average Poor
Respect to individuals
Safe work place
Open communication
Employee recognition
5. Whom do you approach to express your grievances?
1. Manager ( )
2. Supervisor ( )
3. Union leader ( )
4. Any other specify
6. How fast is the response for your grievances?
1. Next day ( )
2. Two days ( )
3. More than a week ( )4. Never ( )
7. Are you allowed to complain your grievances to higher officials?
1. Yes ( )
2. No ( )
8. Are you free to express your discontentment problems or frustrations to the top
management?
1. Yes ( )
2. No ( )
9. How often the top management interact with you regarding redressal of grievances?
1. Rarely ( )
2. Often ( )
3. Very often ( )
4. Never ( )
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10. What is the method followed by the organization to receive complaints from the
Employees?
1. Through word of mouth ( )
2. Through written statement ( )
3. Through feed back ( )
11. Is your grievances handled confidentially?
1. Yes ( )
2. No ( )
12. Do you agree that lack of disciplinary action in the organization is a reason for
Grievance arising among the employees?
1. Strongly agree ( )
2. Partially agree ( )
3. Agree ( )
4. Disagree ( )
13. What is the major reason for grievance arising among the employees?
1. Partiality ( )
2. Health and Safety regulation ( )
3. Work rule or regulation ( )
4. Wage, bonus ( )
14. What are the qualities the manager should have in grievance handling?
1. Effective communication ( )
2. Loyal to all ( )
3. Positive and friendly approach ( )
4. Above all ( )
15. How the grievance among the employee is controlled?
1. Through the Union ( )
2. Through external persons on the society ( )
3. Through HR person ( )4. Through the court ( )
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16. Do you agree that counseling is an effective way to solve the employee
grievances?
1. Strongly agree ( )
2. Partially agree ( )
3. Agree ( )
4. Disagree ( )
17. How the grievance handling procedure is framed in your organization?
1. Based on past record ( )
2. Based on status of the employee ( )
3. Based on size of the Plant ( )
4. Based on decision making structures ( )
18. What is the most effective method to solve the disputes?
1. Collective bargaining ( )
2. Code of discipline ( )
3. Grievance procedure ( )
4. Conciliation ( )
19. Do you feel that the grievances among the employee in your organization are
handled effectively?
1. Yes ( )
2. No ( )
20. Are you aware of the legislative aspects of grievance redressal?
1. Yes ( )
2. No ( )