Training Report Bcl

8/3/2019 Training Report Bcl

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TRAINING REPORT

ON

BCL: GRIEVANCE HANDLING

A training report submitted in the partial fulfillment

Of the requirement for the degree of

Master of business administration

Sant Longowal Institute of Engg. And Tech. Longowal

Sangrur

Submitted by:

Sukhdev Singh

MBA 3rd sem

Roll No:MBA108618


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ACKNOWLEDGEMENT

Preparing a project is never a unilateral effort, we wish to acknowledge the

guidance and support of the professionals in bringing up a real picture of the

concept of this project is prepared. There is always a sense of gratitude which one

express to others for their help and needy services which one renders during the

various phase of life. We are indebted to Mr. N.M Bhanot for his insightful

annotations and assistance throughout the project. His unfailing enthusiasm and

continuous guidance kept me motivated and encouraged throughout the project. He

in our eyes is a rich source of creativity, dedication and knowledge. Working under

him has been a lifetime experience. We in full sense shall like to express our

gratitude towards all those who helped us out during the different stages of our

project and encouraged us with their ideas and views, which were guiding and

motivating factors in completion of tedious task of this project.

Sukhdev Singh


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PREFACE

I hereby declare that the project work GRIEVANCE HANDLING was carried

out by me under the supervision of Mr. N.M Bhanot, submitted in a partial

fulfillment of the requirement of the two year full time degree of Master of

Business Administration is an original work and the reference to all

work/publication and outside contribution have been duty acknowledged.

(Sukhdev Singh)


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CERTIFICATE

This is to certify that the summer project work of Mr. Sukhdev Singh batch 2010-

2012, entitled BCL: GRIEVANCE HANDLINGis a bona-fide piece of work

conducted under my direct supervision and guidance. No part of this has been

submitted for any other degree of any university. It may be considered for

evaluation in partial fulfillment of the degree MBA. This project work carried out

from 01/06/2011 to 15/07/2011 in BCL INDUSTERIES &

INFRASTRUCTURAS at BATHINDA.

Project Guide


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CONTENTS

Page No.

Companys Profile

Achievements of company

Working of Various departments

Products of BCL

Companys main competitions

Social Responsibility

Introduction to grievance Handling

Review of Literature

Research Methodology

Data Interpretation & Analysis

Summary

Limitations & Recommendations

Conclusion


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Companys Profile


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Bathinda Chemicals Limited

Bathinda Chemicals Limited is situated on Hazi Rattan Link Road in Bathinda.

This Unit was setup in 1978. Following items are manufactured in this unit:


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Vanaspati

Refinery

Solvent Plant

Expellers

Rice Sheller


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Brief profile of Mittal Group of Companies

Main company M/S Bathinda chemicals Limited

Mittal Group started of its business activities in 1976 at Bathinda (Punjab) with

the installation of a small solvent Extraction unit by Sh. D.D Mittal under the name

& style of Bathinda chemicals and institutional advertisements are not aimed at

consumers. Whereas it is aimed at share holders creditors and various sets of

public Vanaspati Mills Pvt. Ltd. In the early 80s the business was headed by his

sons sh. Rajinder Mittal and Sh. Vinod Mittal. With the expansioncum-

modernization planes undertaken from time to time the unit has been established as

an integrated edible oil complex, one of the biggest in north India. In 1990 the

group entered into the business of real estate as developers and colonizers and

since than the group has undertaken large residential and commercial projects. In

the last 15 years the group has completed many projects and the group has now

become a trusted name in the business of real estate in north India competing with

big builders like Ansals. In the year 2000, Mr. Rajinder Mittal, chairmen-cum-

managing director of Bathinda Chemicals Limited took over information

Technology Company namely QPRO InfoTech Ltd., Chennai. In the last 5 years

this company has made new inroads in the business of information technology, and

registered fantastic growth. Encouraged with the success of QPRO InfoTech Ltd.


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The company took over another information technology overseas company namely

M/s Santype international Pvt. Ltd., sailsbory (U.K.) in 2001. The group has now

main business activities at Bathinda & Jalalabad (Pb.) Delhi, Gurgaon, Chennai

and overseas offices at Singapore and sailsbory (U.K.).

A quick view of all the three activities i.e. Edible Oil Business, Real Estate

Business and Information technology Business has been discussed as under-:


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Edible Oil Business

Mittal family, Sh. D.D. Mittal &Sh. Rajinder Mittal has the business of

edible oils with the installation of a Solvent Extraction Plant at Bathinda, with the

help of Punjab Financial Corporation in 1976 under the name & style of Bathinda

Chemicals & Vanaspati Mills Ltd., Which has now become Bathinda Chemicals

Ltd. The management undertaken various expansions and modernization plans

with the help of PSIDC, Chandigarh and its bankers Punjab National Bank, from

time to time. In the last 10 to 12 years the company has grown to many folds under

the stewardship of its managing Directors Sh. Rajinder Mittal. The company has

now one of the biggest oil complexes in north India comprising an oil Mill, two

Solvent Extraction Plants. One Rice Sheller, One Chemical Refinery, one Physical

Refinery and one Vanaspati Plant of total more than 500 MTs capacity of

processing of raw- material. All the plants have been running at full capacity. The

company paid off its entire Team Loans availed under various expansions- cum-

modernization and now is a totally debt Free company. The company brought its

maiden public issue of 29, 00,000 shares of Rs. 10/- each at premium of Rs. 5/-

each in 1993, which has Mittal family took over another edible oil plant of refinery

& Vanaspati of 50 MTs per day in 2003 at Jalalabad, Dist. Ferozepur (Pb.) under

the name & style ofKissan Fats Limited (closely held). After the take over, a new


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Solvent Extraction Plant of 125 MTPD has been installed in 2004 with the

financial assistance of PNB. This unit also been running successfully after the take

over.

Another Proprietorship concern M/s R.K Experts, Bathinda owned by Sh.

Rajinder Mittal has been established in the year 1992 and is doing business of

Import & Export of edible oils & various food stuff items. The firm is having only

trading activities. The company dealing in edible oils are having annual turnover of

more than 500 crores. The main company M/S Bathinda Chemical Limited has

been dealing with banker, Punjab national Bank from fund the last 25 years. At

present the group is having more than 35 croresbased and non fund based credit

facilities for the manufacturing 7 trading of edible oils. The group is having one of

the largest production capacity of edible oils in North India now and is enjoying

top class credibility in the business oils a in the country.


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Real Estate Business

Mittal group has stepped into the business of real estate in the year 1990 as

developers and colonizers and undertaken a project namely Rishi Apartments at

4, battery lane, Rajpur Road, Civil Lines, Delhi for the construction of 3, 4 and 5

bedroom residential flats under its company M/s Cosmos Builders & Promoters

Ltd. Delhi. Since the site was located in the heart of Delhi and very near to Inter

State Bus Terminals & Tees Hazari Court, the project remained highly successful

and the flats were sold like Hot cakes. Encouraged with the success of the first

project Mittal Group expended its business of Real Estate and undertaken various

projects at Delhi, Gurgaon and other places. Now the group has undertaken various

projects in Punjab at Bathinda and Mohali also. The allied companies/ partnership

concerns (under the same management) in the business of Real Estate are as under.

M/S cosmos Builders Promoters Ltd. Delhi

M/S Chavan Rishi International Ltd. Delhi

M/S Sarva Priya Developers Pvt. Ltd. New Delhi

M/S Sarva Priya Construction Pvt. Ltd. New Delhi

M/S Chavan Rishi Resorts Pvt. Ltd. New Delhi

M/S Bathinda Chemicals Ltd. Bathinda

M/s Ganpati Estates Bathinda


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M/s Ganpati Builders & Developers Bathinda

M/s Ganpati Associates Bathinda

M/s Gee city builders Pvt. Lt. Panchkula

Since stepping into the business of Real Estate Mittal Group has

undertaken & completed successfully various residential and commercial sites

having worth crores of rupees at Delhi, Haryana and Punjab. Many of these

projects have already been sold /possession handed over to the buyers. At present

Mittal Group boasts of a good name in real Estate besides edible oils

manufacturing. A list of projects undertaken by Mittal Group under its different

companies /partnership (completed & in progress) is as under-:

Information Technology Business

Keeping in view the revolution in information technology industry in

the year 2000, Mr. Rajinder Mittal (Chairman and company Managing Director,

Bathinda Chemical Limited) took over a Chennai based company namely QPRO

InfoTech Limited engaged in the business of Electronic Typesetting Software

development and Database Management. The company has been managed by

thoroughly professional people. In the last 5 year the company has registered

tremendous growth and in the financial year 2003-04 the company earn more than

Rs. 500.00 Lacs total income from services and Rs. 113.00 Lacs as net profit after

tax.


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Riding on success of QPRO InfoTech Ltd. the company took over E-

Publishing overseas company namely M/S Santype International Ltd., having its

registered office at Sailsbory (U.K) in the year 2001. With the takeover of this

foreign company the management has been able to expand its business of

Electronic Type settings, Software Development and Database Management in

Europe. The business of the company has been expanding by leaps and bounds

every year.

Multiplex Complex-cum-shopping Mall Bathinda

Mittal Group has now undertaken a project for the construction of a

Multiplex Complex cum Shopping Mall at Bathinda under the name & style of its

partnership concern M/s Ganpati Builders & Developers, Goniana Road and

Bathinda having the following partners.

M/s Bathinda Chemical Ltd.

(Through its CMD Sh. Rajinder Mittal) 80% Share

Sh. Jiwan Bansal 20% Share

The firm has purchased of land of about 7000 Sq. Mtrs. At Goniana Road,

Bathinda, at present hotel Panj Rattan is running on this land. The planning is to

abolish the hotel building to construct an ultramodern Hi-fi multiplex cum

shopping mall on this land. The site is located in the heart of the city, opposite


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three cinema halls at Goniana road, only 300mtrs away from famous Road garden

and only 2 Km away from main bus stand & main market. The saleable area in the

Multiplex Complex cum Shopping Mall will be about 250000 Sq. ft.

approximately and the estimated cost of project is Rs. 25.00 crores.

Bathinda city is the fastest growing city of Punjab State at present having

population base of approximately 5 Lacs. The city is already having big industries

like Punjab Govt. Thermal Power Plant, National Fertilizers Ltd., Vardhman

Polytex Ltd., Gujarat Abuja Cement Plant, govt. Milk Plant of Milk fed Punjab

besides edible oil complex at Bathinda Chemicals Ltd. Asian biggest Military

Cantonment area having thousands of military personal is in Bathinda. Another

unit of Punjab Govt. Thermal Power Plant situated at village Lehra Mohabbat, only

25 Km from Bathinda. Another Mega Project of Punjab Govt. namely Guru

Gobind Singh Petroleum refinery with the proposed investment of Rs. 15000

crores has already been sanctioned in District Bathinda, which is only 30 Km away

from Bathinda city. With the installation of this refinery in Bathinda district, it is

expected that there will be tremendous growth of Bathinda City and surrounding

areas so far as Real Estate business is concerned.

The area of Bathinda as basically agricultural based having crops like Cotton,

Paddy and Wheat. The business is mainly based on these products. The people of

Bathinda are rich and the market has been hold by Aggarwals. In the last few


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years, the education standard of the city has grown to many folds with the

establishment of an Engineering College, Law College and a Medical College (in

progress). The city has now a big name for getting coaching for medical &

engineering entrance exams in North India.

The purchase capacity of people has been increased with the good crops in the last

4, 5 years and also increases in the income of salaried classes. Personnel from

Military Cantonment also require good shopping complex and branded items in

Bathinda. Rich & well to do people from surrounding areas visit regularly to

Bathinda city for purchasing and to requirement of a Multiplex Complex cum

shopping Mall of its kind in Malwa region in Punjab.


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THE BOARD OF DIRECTORS OF THE COMPANY

ARE

a) Mr. D.D Mittal:-

Mr. D.D Mittal is presently chairmen of the company and has been

creatively engaged in the day to day affairs of company, since its

inception. He is having a rich experience of around 44 years in the oil and

cotton industry. He has been the director of the solvent Extractors

Association of Punjab in the year 1990

b) Mr. Rajinder Mittal:-

Mr. Rajinder Mittal is M.D of company born in April 1959 is a commerce

graduate and having a vast experience in the edible oil industry.

Mr. Rajinder Mittal is a pioneer in developing the Solvent extraction

Plants with latest technologies since 1976. He is spearheading the

company. Under the stewardship of Mr. Rajinder Mittal the company has

grown manifold over the years.

c) Mr. Vinod Mittal:-

Mr. Vinod Mittal is a Mechanical Engineering and is the while time

Director of Company. He is looking after Technical affairs of the company since

1985.


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d) Mr. A.K. Sood:-

Mr. A.K Sood is a Professional Technical Consultant and is nominee of

Punjab State Industrial Development Corporation Limited (PSIDC) He

is holding the office of General Manager (Finance and Investment) in

PSIDC , Chandigarh.

e) Dr. Rajan Sekhariya:-

Mr. Sekhariya is a Professional Technical Consultant and is that

Managing Director of M/s Mecpro Heavy Engineering Ltd; a leading

company engaged in installation of different types of edible oil plants

and providing consultants in this regards.

T he Board of Directors of the company is supported by a dedicated,

experienced and well-equipped team of technical, commercial and legal

professional.


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Achievements of

company

ACHIEVEMAENTS OF COMPANY


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The company has achieved various awards under the stewardship of its Managing

Director Mr. Rajinder Mittal. We take pride in announcing some of them:

State Export Award 1993-94 (Department of Industries, Punjab)

Hind Gaurav Award 1994 (All India Achievers Conference, New

Delhi)

Management Excellence Award 2005 MIDI (Management &

Industrial Development Institute)

Great Achievers of Industrial Excellence Award 2006 (Council for

Economic Growth & Research, New Delhi)

For Excellence in the Chosen Field 2007 (By International Business

Productivity Forum, New Delhi)

B.K. Goenka Award 2006-07 for 3rd Highest producer of refined

Rice Bran Oil

B.K. Goenka Award 2007-08 for 3rd Highest producer of refined

Rice Bran Oil

B.K. Goenka Award 2008-09 for 2nd Highest producer

of refined Rice Bran Oil


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WORKING OF VARIOUS DEPARTMENTS

BCL has many departments and brief working of these to as follow:-

1. HRM Department: - The head of HRM department is Sh. A.L Singla

main activities of this department are as under:-

a) Manpower Planning.

b) To ensure employment of workers.

c) Welfare activities in the mill.

d) Record of attendance.

e) Salary and wages administration.

f) Liaison with External agencies.

2. Commercial Department: - The head of commercial department is

Sh. B.D Bindal. Main Activities of this department are as under:-

a) Receipt and storage of raw materials.

b) Issue of raw material.

c) Receipt and storage of finished goods.

d) Dispatch as per marketing requirements.

e) Maintaining if excise records.

f) Liaison with excise authorities.

3. Engineering of Electrical Department: - The head of this department

is Sh. N.M. Bhanot. Main activities of this department are as under:-


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a) Power planning.

b) Services to other departments.

c) Efforts to minimum break down.

d) Humidity to maintain environment.

e) Sub-station to control the power.

f) Providing generator and other facilities

4. Marketing department: - The head of this department is Sh. Krishna

Bansal. Main Activities of this department are as under:-

a) Customers development.

b) Processing order.

c) Collection of payment from customers.

d) Ensuring dispatches in time.

5. Maintenance Department: - The head of this department is Sh.

Deepak Tayal maintenance department is involved in preparation of

preventive maintenance schedule in order to avoid machine breakage.

6. Accounts and Finance Department:-The head of this department is

Sh. S.N. Goyal. Main activities of this department are as under:-

a) Control and supervision of finance of BCL.

b) Control and supervision of accounts of BCL.

c) Taxation of group and individuals.


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d) Guidance to associate members.

e) Clubbing of final balance sheet and notes etc.

7. Purchase Department: - The head of purchase department is Sh.

Rakesh Mittal. The main activities of this department are as under:-

a) To make continuous availability of materials.

b) To make purchase competitively and wisely at the most economical

prices.

c) To make purchases is reasonable quantities to keep investment in

materials at minimum.

d) To purchase proper quality of materials.

e) To develop good supplier relationship.

f) To develop alternate sources of supply.

g) To adopt the most advantageous method of purchase.

h) To serve as an information centre on the materials knowledge

relating to prices sources of supply, specification, mode of delivery

etc.

8. Stores Department: - The head of department is Sh. V.K. Bansal. The

main activities of this department are as under:-

a) To receive the stores correctly.

b) To keep every item of stores in its allotted bin.


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c) To maintain the stores in an orderly and tidy manner.

d) To ensure that materials are issued only to those who present a duly

signed requisition note.

e) To requisition from the purchasing department.

f) To insure that stocks do not exceed on the maximum levels or go

below the minimum level at any time.

g) To maintain and supervise the duties of the different members of

staff under his charge.

h) To prevent unauthorized persons from entering into stores.


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PRODUCTS OF BCL


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PRODUCTS OF BCL

The company is mainly producing Vanaspati Ghee and Refined-edible oil for

human consumption the products of the company are being marketed in the

packets of 15 kg, 5lt, 2lt/kg and kg in the North and East (Indian State) the

company is having a well knitted dealers networks for marketing products and

having its sale depots situated in the states of U.P., Punjab, Haryana, J&K,

Rajasthan& H.P besides the union territory of New Delhi.

The company is marketing its products under the brand name of Rishi Shakti

and Star vegetable oil and Murli refined oil and the same got a very good

response from the different sections of the consumers.

RAW MATERIAL

The raw materials of the company are-:

1. Cotton Seeds

2. Mustard Seeds,

3. Sun Flower Seeds

4. Palm Oil

5. Soyabean Seeds

6. Paddy Rice Bean

7. Film Oil.


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PROMOTERS AND THEIR BACKROUND

BCL was promoted by Mr. Dwarka Dass Mittal whose age is now about 65 years

and he is matric pass and is having business experience of about 35 years. He has

been a director of de oiled Solvent Industry Pvt. Ltd. Kotkapura in the early years

of his career.

Regarding organization profile, the management believes in dignity of labor

and increase the morale and confidence to put the maximum efforts to achieve the

objectives by coordinating all the operational functions of the organization.


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Main competitors of bcl


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MAIN COMPETITIORS OF BCL

1. FORTUNE

2. GAGAN/GINNI

3. ANGAN

4. RAJDHANI


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Social responsibility


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Social Responsibility

The company knows its responsible towards the society. It has organized blood

donation camps on various occasions.

1. Academics-: The Company provides free education to the words of their

labour.

2. Religious Function: - The Company has organized many religious functions

like Langers and punjs. The company also maintains one Dharmshala.

3. Mass Girl Marriage: - For the well being of girls, the company arranges Mass

Girls Marriage of the girls of poor families on a number of occasions.

4. Contribution: - The Company feels responsible towards the special section of

society i.e. special children. The company regularly contributes funds to the

Deaf &Dumb School.

5. Others: - On a various occasions, the company distributes festive gifts to the

employees for their performance.


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INTRODUCTION TO

GRIEVANCE

HANDLING


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Introduction:

It is a Universal fact where ever human beings are involved, of certain there will be

discontents and dissatisfaction, even though it may superbly be best managed

organizations. But it does not mean that by thinking so, the management can ignore

the grievance of the employees. Accumulation of dissatisfaction may result in

severe conflicts and litigations, hampering the peace and work, for which the

majority of the human beings aspire. Further, it is observed that some of the

situation which could easily be, otherwise avoided result in the form of grievance,

damaging the very harmony of the organization. There is generally because of lack

of concern for the employees, or due to lack of managerial expertise, or due toirrational decisions. Quite often, it is forgotten that the grievances are pests that

weaken the organization tree with the trace of indelible marks.

A grievance is a sign of an employees discontentment with his job or his

relationship with is colleagues. Grievance generally arises out of the day-to-day

working relations in an organization. An employee or a trade union Protestants

against an act of 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 grievance. The national

commission on labor suggested a Model Grievance Procedure, which lays down

the sequence of steps to be taken whenever is expressed.


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Conflicts occur when two or more people or parties perceive an incompatibility in

their goals or expectations. There are seven methods of achieving reconciliation of

conflicts. 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.

Meaning and Definition

The term Grievance is derived from the word Grieve which means to cause

grief or pain of mind, to make sorrowful, to show grief.

According to Chambers dictionary- Grievance is cause or source of Grief,

ground of complaint; condition felt to be oppressive or wrongful

In the words of Prof. Jucius- Grievance is any discontent or dissatisfaction,

whether expressed or not, whether valid or not, arising out of anything connected

with the company that an employee thinks, believes, or even feels is unfair, unjust

or inequitable.

According to Dale Beach, Grievance is any dissatisfaction or feeling of injustice in

connection with ones employment situation that is brought to the attention of

management.

Causes of Grievance

The factors contributing to the employees grievance should be properly studied

and analyzed to ensure its correct redressel. These factors broadly fall in these

categories:


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MANAGEMENT PRACTICES: - The style of management to be followed in an

organization should be related to the social-cultural orientation of the employees.

For Example, a workforce comprising of highly skilled and educated people would

prefer participative style of management as compared to an autocratic style.

Ambiguities in personnel policies, faulty implementation of personnel policies and

poor communication between management and its employees also results in

grievances. Matters such as employee compensation, seniority, overtime,

assignment of personnel to shifts are all the example of ambiguity leading to

grievances.

UNION PRACTICES:- In organizations where there are a multiplicity of unions ,

many of whom having political affiliation also , there is constant lobbying for

numerical strength and support of workers . Under such circumstances the union

that provides a voice to workers grievance gains more support. Knowing this union

sometimes inclined to encourage the feeling of grievances in order to demonstrate

to advantage of union membership.

INDIVIDUAL PERSONALITY TRAITS:- An individual workers personality

also has a bearing on the usage of the grievance machinery . Some workers are

basically predisposed to grumble and find fault with every minute matter. While

there are workers who are wiling to overlook minor issues and discomforts and get

on with jobs .Some workers due to their ill health and some due to tension find it

hard to adjust to minor changes at work place and this result in grievance .


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In simple words employee grievance may be due to:-

Demand for individual wage adjustment.

Complaints about the incentive system

Complaints about the jobs classification

Complaints against a particular foreman

Complaints concerning disciplinary measures and procedures

Loose calculation and interpretation of the seniority rules and unsatisfactory

interpretation of agreements

Promotion

Frequent transfer to another department or another shift

In adequacy of safety and health services

Non availability of materials in time

Violation contracts to relating to collecting bargaining

Improper job assignment

Undesirable or unsatisfactory conditions of work

Sometimes management too has grievances against the employees. These

relate to:-

Indiscipline among the workers

Go slow tactics by workers

Non-fulfillment of the terms of contract signed between the management

and the workers or their trade unions

Failure of the trade unions to live up to its promises given to the

management


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Trade union rules which conflict with terms of contract arrived at between a

trade union and the management

Grievance Handling Procedure

In PSEB following procedure is used for handling the grievance:-

STAGE 1:- A worker designing to raise any question should discuss the matter

with immediate supervisor.

STAGE 2:- Failing a satisfactory solution he may with in 6 days of specific reason

for complaint approach his Section Head through his immediate supervisor.

STAGE 3:- Failing a satisfactory solution he may with in 9 days of specific reasonfor complaint request an interview with the manager through Department Head.

STAGE 4:- If the workman is not satisfied with the decision of the manager he

may request consideration of his complaints by a body constituted in the manner

stated in stage 5.

STAGE 5:- For hearing the complaint of the workman is not satisfied with the

decision of the manager, a body shall be constituted of two representatives of the

management plus two representatives of the department of workman concerned on

the work committee plus either the secretary or the vice chairman of the work

committee. (This is in the case the secretary of the work committee is also a

workmens departmental representatives)

The size of the body shall be limited to the maximum of four. This body shall

submit its recommendations to the management for their decision.


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ESSENTIAL PRE-REQUISTIES OF A GRIEVANCE PROCEDURE

The management should take care of following aspects to develop a culture of trust

and confidence upon the employees

Always ensure that the managers involved in the grievance handling

procedures have a quiet place to meet with the complaint

Always ensure that managers have adequate time to be devoted to the

complaint

Explain managers role , the policy and the procedures clearly in thegrievance handling procedure

Fully explaining the situation to the employee to eliminate any

misunderstanding and promote better acceptance of the situation complained

of

Try to let employee present their issues without prejudging or commenting

Do use a positive, friendly ways to resolve the crisis than punitive stepswhich disturb the system

Do remain calm, cool, collected, during the course of the meeting

Always focus on the subject of the grievance than allied issues

Dont make threats manage the grievances

Never make use of allegations against personalities

Be aware of the staff members potential concerns to the possiblerepercussions of raising a grievance

Dont become angry, belligerent or hostile during grievance handling

procedure


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Do listen for the main point of arguments and any possible avenue to resolve

the grievance

Listen and respond sensitively to any distress exhibited by the employees

Eliminating the source of the irritation or discomfort being complained of

Reassure them that the managers will be acting impartially and that your

hope is to resolve the matter if possible

Dont horse trade or swap one grievance for another (where the union

wins one, management wins one).Each case should be decided on its merits

Avoid usage of verbalisms like it will be taken care of.

Ensure effective, sensitive and confidential communication between all

involved.

Take all possible steps to ensure that no victimization occurs as a result of

the grievance being raised.

The investigator or decision maker acts impartially, which means they must

exclude themselves if there is any bias or conflict of interest.

All parties are heard and those who have had complaints made against others

are given an opportunity to respond.

Try to look upon the problem on different angles for appropriate

understanding.

Ensure that there is proper investigation of the facts and figures related the

problem under concern.

Consider all relevant information in the investigation process.

Ask the staff member their preferred resolution option, although it is

important to make it clear that this may not be possible outcome.

Be aware of the limits of authority of the person who involved in the

grievance handling procedures.


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If the manager feels that he/she is not the appropriate person (senior

manager) to deal with the issue refer the complainant to the appropriate

person as soon as possible.

REVIEW OF

LITERATURE


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Wyman, (1971) After mutual grievance resolution was reached, he suggested

that managers must give a written answer regarding grievance resolution

outcome to aggrieved subordinate. He coded that unlike oral answers to

unwritten grievances, the written answer must conform to established protocol

which comes down from the management. And protocol decrees that the written

grievance must be shorn of every other impinging factor however pervasive and

controlling. A written answer for grievance management is important as a

record for precedent case if the same issue arise in future. The requirement

for recorded grievance resolution outcome also needed if the grievance is

referred to the next step in grievance procedure.

Rawl, (1971)The publicity of the rules of an institution insures that those engaged

in it knows what limitations on conduct to expect on one another and what

kinds of actions are permissible. Thus, an employee who has a grievance need

not go from pillar to post, not knowing where to go or whom to approach. The

guideline should also provide for an avenue of appeal, if he fails to get satisfaction

from the immediate superior whom he has approached. There should be

opportunity for the employee to refer the grievance to higher levels of management

(if applicable). A grievance procedure should specify a time limit for submitting

the appeal and also a stipulated time limit by which it will be decided at the first

level of appeal.


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Casey Ichniowski, (1986) this study develops and tests a production function that

includes a plants grievance filing rate as a determinant of productivity.

Application of that function to data on nine unionized paper mills for 1976-82

shows that the more grievances that were filed in a mill, the lower that mills

productivity. Although this effect produced only small percentage changes in the

productivity of these mills, the author argues that these changes could result in

much larger percentage changes in the mills operating profits. Finally comparison

between the productivity of the nine union mills and that of a nonunion mill has

significantly lower productivity.

Karambayya and Brett, (1989) another study on handling employees dispute

among managers has been carried out by Karambayya and Brett (1989).

From this research it was revealed that by using the varimax-rotated seven-

factor solution, four roles have been determined as managers behaviors in

handling disputes. The first role was named inquisitorial role. Managers who took

an inquisitorial role retained both process and outcome control for them. In this

role managers imposed own idea, made final decision and proposed own

idea. The second role was mediational role. Mediational role allows managers to

ask their employee questions regarding conflicts, requested proposals from

employees and tried to incorporate their ideas into employees proposals. The

third role represented the role called procedural marshal. Managers taking this

role described the dispute-handling procedures to be followed and strictly

enforced those rules. The fourth role was the motivational role. In this role,

managers always rely on motivational control by using threats and incentives. If

the issue of dispute could not be settled at the meeting, managers will predict

probable outcomes and exerted pressure to encourage a timely settlement. Many of

the studies measuring styles in handling grievances used descriptive analysis. Even

though study by Karambayya and Brett (1989) employing factor analysis to


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examine managers role in resolving conflict but this study did not specifically

examined styles that managers employed in resolving conflict. Robbins (2005) has

distinguished between managerial role and managerial style in managing

conflicts.

Rahim & Magner, (1995) discusses the styles in handling grievances. By

using Rahims Organizational Conflict Inventory II (Rahim & Magner, 1995)

this study identifies styles in handling grievances. This instrument combines two

dimensions i.e. concern of self and concern of others. Combining these

dimensions, Rahim and Magner (1995) have introduced five styles in

handling interpersonal conflict namely avoiding, dominating, obliging,

compromising and integrating. The result of factor analysis reveals that the

styles used by heads of department in handling their subordinates grievances are

integrating, compromising and dominating.

Caroline M. hook & Derek J. Rollinson, (1996) They present the reports which

research into the handling styles of supervisors and managers when dealing with

disciplinary and grievance situation. Compares the handling styles that they use

when dealing with discipline and grievance situations and finds that differences

exist in the styles used for the two types of issue. The less serious disciplinary

cases seem to attract a fairly prescriptive autocrative style, whereas those which are

potentially more serious to the organization tend to be handled with less

prescriptive approaches that involve the employee to a greater extent, and it is this

approach which theory suggests is more likely to bring about the desired change in

the behavior of the employee. With the exception of cases which pose some threat

to managerial authority, the general pattern that emerges for grievances is that they

tend to be explored in a less prescriptive way. Describes the research methodology

and sets the scene for a further research report.


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Salamon, (2000) Generally, the grievance procedure includes few provisos. The

procedure for resolving individual grievances should be simple and devoid

technicalities. The grievance procedure should be in written (Industrial

Harmony Code for Conduct, n.d) and only serves issues related to employees

grievances. Cases that involve discipline or other form of conflicts should use

other appropriate resolution machinery. The employees should also be explained,

from time to time, the existence of grievance procedure and encouraged them to

raise their dissatisfactions formally through this procedure.

In 2001 the Vice Chancellor provided funding for the development of a university-

wide Grievance Handling Professional Development covering all types of

grievances. Consultants were engaged to conduct surveys and develop training

materials to reflect the needs identified by staff. The Equity and Diversity Unit, in

collaboration with the Human Resources Unit, is implementing the professional

development program throughout UTS assisted by academic and general staff with

extensive grievance handling experience. Four 3- hour grievance Handling

Modules have been developed specifically for UTS managers to assist I the

handling and resolution of all types of complaints from both staff and students.

The modules are conducted by UTS academic and general staff who are

experienced in grievance handling.

Upon request two consecutive modules can be run as a five hour session.

Lewin and Peterson (2001) 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


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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.

Gordon and Miller, Allen and Keavney and Klass,(2002) 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.

Andy Davidson (2003) Employees who have lead tried to resolve disputes over

discrimination under new equality regulations have ended up facing demotion,

dismissal, career changes, mental health problems including depression or anxiety,

financial difficulties, relationship problems and having to move house. Some even

contemplated suicide. Analysis by Acas shows that between January 2004 and

September 2006, 470 individuals brought Employment Tribunal claims where the

main allegation concerned discrimination on grounds of sexual orientation and 461

brought cases where discrimination on grounds of religion or belief was the main

claim Two-thirds of claims were brought by men. The study highlighted how

following internal grievances procedures to resolve disputes within organizations

were regarded as being futile by the claimant. Complaints were made about how

the submission of a grievance by an employee was often triggered by disciplinary

action by employers and how they could work against achieving a satisfactory

resolution; it was also thought to be difficult to find colleagues to represent them,

that there were often unnecessary delays and the involvement of unsuitable


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managers who, in a number of cases, were felt to claimants felt they did not receive

a fair hearing at internal grievance procedures.

Rose, (2004); Green, (1987) In the area of employment relations, employees

dissatisfactions have commonly been divided into two broad categories, organized

and unorganized. The first of these is used to refer to collective form of conflict

which represents attempts on the part of workers to change the conditions

deemed unsatisfactory, and encompasses such actions for example, strike, go-

slows, and work-to rule (Rose, 2004; Salamon, 2000). Unorganized conflict, in

contrast, encompasses individual based forms of behavior which are less

strategically oriented to the achievement of change (Salamon, 2000; Mills,

1994; Fossum, 2000). Salamon (2000) has distinguished workers conflict into

three different forms which are complaint, grievance and dispute. Complaint is

workers dissatisfaction expressed not in a procedural way and grievance is

workers complaint presented formally and triggers through the procedural

machinery. When workers grievance cannot resolve through organizational

machinery, it will become dispute.

McGrane, Wilson, Cammock, (2005) have accomplished a study on one-to-one

dispute resolution. The target population for the study was individual employees in

the British Isles who worked in small office contexts. A total of 31 male and 57

female employees of managerial and non-managerial were recruited as

respondents to this study. In establishing one-to-one dispute resolution, McGrane

et. al (2005) have come out with three methods of dispute management that

are often used by leaders and their employees. These methods are fight, flight

and intervention. Fighting style aims to identify a winner and a loser. This often

takes the form of an employee invoking an organizations formal grievance

procedure in which a dispute was investigated with high costs to all involved.

Flight is another method of dispute resolution that is commonly used. This occurs


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by avoiding an issue or transferring away from a problem. Intervention is the

third method of dispute management that is typically used. In this method,

employees request that their line manager intervene directly and manage their

dispute for them. However, third-party intervention is not a panacea. On the

contrary, such intervention can add to the problem. According to Bemmels and

Resyef, (1991), the intervention of third party in grievance resolution will

drag the time period that will effect workers frustration. Rahul and Deepati,

(1999) coded that third party normally was not familiar and lack of

knowledge on issue raised by aggrieved employee. In addition the third party

also not well-known with companys environment.

IES author Ann Denver (2007) He said One strong theme which emerged from

both sets of claimants was the tendency of their employers to respond to their

complaints by seeing them as the problem, rather than the victim of unfair

treatment. But despite the sometimes difficult experiences of submitting an

employment tribunals claim many felt the process allowed them to defend against

discrimination in a way they felt unable to within the workplace and to make an

important symbolic gesture. Justice rather than financial compensation was seen as

being the main motivation. Every management should have efficient handling

employee grievances to ensure organizational excellence and effectiveness. Right

mechanism, procedures and practices help ensure organizational culture and

climate leading to better productivity and performance.


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RESEARCH

METHODOLOGY


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MEANING

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying how research is done scientifically. In

it we study the various steps that are adopted by a researcher in studying his

research problem along with the logic behind them.

Thus when we talk of research methodology we not only talk of the research

methods but also consider the logic behind the methods we use in the context of

our research study and explain why we are using a particular method or technique

and why we are not using others so that research results are capable of being

evaluated either by researcher himself or by others.

RESEARCH PROCESS

FORMULATING THE RESEARCH PROBLEM: - There are two types

of research problems, viz., those which relate to states of nature and those

which relate to relationship between variables. And my research relates to

states of nature.

TYPES OF DATA: - PRIMARY DATA: - Most of the data is collected by

means of questionnaire and direct personal Interviews of the Nestls

Personnel and some officials. SECONDARY DATA: - Some of the data is


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collected through reports and officials publications i.e. Nestls registers,

Magazines, and information books.

DATA COLLECTION METHODS: - There are various methods of data

collection like Observation, Interview, and Survey etc. I have used

Questionnaire technique for data collection.

RESEARCH INSTRUMENT: - A Structured and questionnaire is

designed to collect the data from the employees, which contains multiple

choice and affirmative style closed-ended questions.

SAMPLE SIZE:- Keeping in view the objective of research, the sample

size is 100

SAMPLE UNIT: - In this survey workers from almost all the departments

were taken which include5 units viz South Zone, North Zone,. Border Zone,

West Zone & Central Zone.

SAMPLING TECHNIQUES: - The sampling technique is random

sampling as I have selected the sample units that are the employees of

PSEB..

DATA ANALYSIS TECHNIQUES TO BE USED: - The graphic

representation of data has been done on the basis of percentage. For this

purpose, charts have been used.


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DATA

INTERPRETATION &

ANALYSIS


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Data interpretation & analysis tell us about the causes of the grievance, grievance

handling procedure followed in PSEB and satisfaction of the employees from the

grievance handling system provisions in the PSEB. It tells about the various

responses given by the workers and shows the results by charts and figures.

1- Your employment type

Parameter No. of Respondents Percentage

(1) Permanent 73 73%

(2) Ad hoc 15 15%

(3) Contract 12 12%Total 100 100%

0

1020

30

40

50

60

70

80

Permanent Ad hoc Contract

employment type

no. of respondent

Table 1 Among the 100 respondents 73 i.e. 73% were permanent employees, 15

i.e. 15% were adhoc and 12 i.e. 12% were contract. Figure 1 show that maximum

respondents were permanent employees


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2-Awareness of Grievance handling

Table 2

Parameter No of Respondents Percentage

(1) Yes 80 80%

(2) No 20 20%

Total 100 100%

Figure 2

010

20

30

40

50

60

70

80

90

Yes No

no. of respondents

Table 2 shows out of 100 employees 80 i.e. 80% are aware of the meaning of

grievance and 20 i.e. 20% are saying they dont know what is grievance. Most of

the workers are aware of the meaning of grievance. Results are shown in Figure 3

3-Grievance faced since you are doing the job


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Table 3


(1) Yes 95 95%

(2) No 5 5%

Total 100 100%

Figure 3

0

10

2030

40

50

60

70

80

90

100

Yes No

no. of respondents

Table 3 shows out of 100 employees 95 i.e. 95% said that they have facedgrievance and 5 i.e. 5% said they have-not faced grievance during their job. Most

of the workers have faced grievance in their job. Results are shown in Figure 4

4- Grievance according to you is:


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Figure 4

36%

47%

17%

Feeling of dissatisfaction

Feeling of dejection

Working condition

Table 4 shows out of 100 employees 36 i.e. 36% consider grievance feeling of

dissatisfaction and 47 i.e. 47% consider it as feeling of dejection and 17 i.e. 17%

consider as working condition. Figure 4show that most of theemployees consider

grievance as feeling of dejection

5- Is there a positive and friendly approach during grievance handling

Table 5


(1) Feeling of dissatisfaction 36 36%

(2) Feeling of dejection 47 47%

(3) Working condition 17 17%

Total 100 100%


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YesNo

0

10

20

30

40

50

60

70

80

Figure 8

no. of respondents

Table 5 shows out of 100 employees 80 i.e. 80% said yes there a positive and

friendly approach towards grievance handling and 20 i.e. 20% said no to positive

and friendly approach during grievance handling. Results are shown in Figure 6

6- Are you constantly informed on what is being done about your grievance

Table 6


(1) Yes 80 80%

(2) No 20 20%

Total 100 100%

Figure - 5


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Figure 10

34

50

16

0

10

20

30

40

50

60

Very often being

informed

Seldom being

informed

Does not inform at

all

no. of repondents

Table 6 shows out of 100 employees 34 i.e. 34% said that they are very often

informed on what is being done about the grievance, 50 i.e. 50% said they are

seldom being informed and 16 i.e. 16% said that they are not informed what is

being done about the grievance. Results are shown in Figure 7

7- Are the matters relevant to the grievance kept confidential

Table 7


(1) Very often being informed 34 34%

(2) Seldom being informed 50 50%

(3) Does not inform at all 16 16%

Total 100 100%

Figure - 6


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Figure 10

Highly confidential

84%

Not kept

confidential16%

As shown in Table 7 out of 100 employees 84 i.e. 84% said that the matters

relevant to the Grievance are kept highly confidential and 16 i.e. 16% said that the

matters relevant to the Grievance are not kept confidential. Results are shown in

Figure 8

8- Up to what extent do you think your personal reasons contribute to your

Grievance

Table 8


(1) Highly confidential 84 84%

(2) Not kept confidential 16 16%

Total 100 100%

Figure - 7


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(1) Very much 55 55%

(2) Moderate 16 16%

(3) Low 14 14%

(4) Very low 5 5%

(5) Cant say 10 10%

Total 100 100%

Figure 11

0

10

20

30

40

50

60

Very much Moderate Low Very low Cant say

no. of respondents

As shown in Table 8 out of 100 employees 55 i.e. 55% said that their personal

reasons have very much effect on their grievance 16 i.e. 16% said moderate 14 i.e.

14% said low 5 i.e. 5% said very low and 10 i.e. 10% cant say anything about this.

Results are shown in Figure9

9 Do you feel that the supervisor possesses necessary human relation skills in

terms of understanding the problem?

Table -9

Figure - 8


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0

10

20

30

40

50

60

70

Very highly skilled Not skilled Moderately skilled

Figure 13

no.of respondents

As shown in Table 9 it shows that 68 i.e. 68% of respondents state that their

supervisor are highly skilled and 22 i.e. 22% state that their supervisor is

moderately skilled and 10 i.e. 10% state that their supervisor are not skilled.

10- Procedures for conveying grievance


(1) Very highly skilled 68 68%

(2) Moderately skilled 22 22%(3) Not skilled 10 10%

Total 100 100%

Figure - 9


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0

20

40

60

80

100

Very simple Difficult to utilize

Figure 14

no. of respondents

Table 10 shows out of 100 employees 86 i.e.86% said that the procedure for

conveying grievance is very simple and 14 i.e. 14% said that procedure for

conveying grievance is difficult to utilize.


(1) Very simple 86 86%

(2) Difficult to utilize 14 14%

Total 100 100%

Figure -


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SUMMARY


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Following are the findings that are interpreted from the study of perception of

investors regarding investment options:

73% were permanent employees, 15% were adhoc and 12% were contract.

80% are aware of the meaning of grievance and 20% are saying they dont

know what is grievance. Most of the workers are aware of the meaning of

grievance.

95% faced grievance and 5% have-not faced grievance during their job.

Most of the workers have faced grievance in their job.

24% wish to communicate their grievance to the management and 35% said

that they wish to communicate their grievance to the grievance handling

committee, 8% communicate to supervisor, 34% communicate to any other

and 3% do not communicate to any one.

Maximum employees i.e. 24% said that their personal reasons have very

much effect on their grievance. 16% said moderate 14% said low 5% said

very low and 10% cant say anything about this.

60% said their higher authority listen patiently, 34 i.e. 34% said their higherauthority shouts at you and 6 i.e. 6% said they do not listen at all to their

grievance.

86% said that the procedure for conveying grievance is very simple and 14%

said that procedure for conveying grievance is difficult to utilize.


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LIMITATIONS AND RECOMMENDATIONS

LIMITATIONS

Short span of time: - The main limitation is availability of time. Due to

short span of time, some inaccuracy may have occurred.

Biasness on the part of respondents: - Some respondents were not ready to

reveal the true information.

Inaccurate access: - Due to short span of time it was not possible to access

all employees as factory is wide.

Lack of interest: - Some were not interested in filling the questionnaires

and they did not give back the questionnaires.

RECOMMENDATIONS

Conflict management in the organization will be helpful to reduce the

number of grievance rates.

Suggestion boxes can be installed. This brings the problem or conflict of

interest to light.

Proper pay packages must be provided to the respondents.

Increase the communication between the employees and the management.

Enough resources could be provided to improve their skills.

Matters related to grievance could be kept confidential.


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CONCLUSION

From the responses of employees given regarding the questions on grievance handling the

following conclusions are drawn:

Most of the respondents are aware of the meaning of the grievance

They consider it both the Feeling of dissatisfaction & Complaints of employees but most

of them consider it as feeling of dissatisfaction than complaints of employees.

73% respondents to whom I asked the questions were permanent employees.

The level of grievances is more in ad hoc employees than the permanent employees. The employees who lie between the age group of 30 and above face more grievance than

the senior employees.

The female employees face more grievance than the male employees.


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