Vani Project Final (1)

EFFECTIVENESS OF GREIVANCE AND REDRESSAL PROCEDUREATP K DAS INSTITUTE OF MEDICAL SCIENCESINVANIAMKULAM Minor Project Report

Submitted to theUNIVERSITY OF CALICUT, MALAPPURAMIn partial fulfillment of the requirement for the award of the degreeMASTER OF BUSINESS ADMINISTRATIONSubmitted byVANI M HARI(Reg.No:NCANMBA054)Under the guidance ofAsst.Prof. P.MURUGANANTHAM

School of ManagementNEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTREPampady, Thiruvilwamala, Thrissur-680597,Kerala,India

School of ManagementNEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTREPampady, Thirivilwamala, Thrissur-680597

DECLARATIONI, VANI M HARI hereby declare that the project report entitled EFFECTIVENESS OF GRIEVANCE AND REDRESSAL PROCEDURE AT P.K.DAS INSTITUTE OF MEDICAL SCIENCES IN VANIAMKULAM,submitted to the University of Calicut in partial fulfillment of the requirements for the award of the degree of the Master of Business Administration is a record of original work done by me during 21days from 28th August 2014 to 18th September 2014 under the guidance of Mr.P.Muruganantham, Assistant Professor, School of Management, Nehru College of Engineering and Research Centre.I also hereby declare that this project report has not been submitted at any time other university or Institution for the award of any degree/ diploma/ fellowship or other titles.

Place:PampadyDate: Signature of Candidate

Forwarded

DIRECTOR PRINCIPAL School of Management Nehru College of Engineering and Research Centre

School Of ManagementNEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTREPampady, Thiruvilwamala, Thrissur-680597

CERTIFICATE

This is to certify that this dissertation submitted in partial fulfillment of the requirement of the degree of Master of Business Administration of the University of Calicut is a record of bona fide project work done by VANI M HARI under my supervision and guidance and no part of this project report has been submitted earlier for the award of any degree of any University and this report has not been published in part or full in any other magazine or journal.

Date: Faculty Guide

ACKNOWLEDGEMENTIt gives immense pleasure to express thanks to al those who helped me the successful completion of this project work. First of all I would like to thank the GOD ALMIGHTY, who has been a constant support in every walk of my life and source of my strength in presenting this project.Success and happiness are directly related to the achievement of the goal set. The contribution for the success of this project work came from distinguished person. I express my indebtedness to each and every individual who have helped me in the preparation of this project at P K DAS INSTITUTE OF MEDICAL SCIENCES.I express with deep sense of gratitude to Mr.PREM KUMAR, PRO and Mr. JANARDHANAN, HR Head the kind of co-operation and assistance received at P K DAS INSTITUTE OF MEDICAL SCIENCES, for giving me the opportunity and permitting me to do the project. My sincere thanks to all members of administration and the employees for the help and co-operation extended.Words are boundless to express my sincere thanks to Prof. UMESH NEELAKANTAN, Deputy Director Nehru School of Management, for providing me permission, guidelines and facilities for the project.Heartfelt thanks to my guide Mr. P. MURUGANANTHAM, Assistant Professor, Nehru School of Management, for his immense and valuable guidance which has resulted in the work taking the present form. I take the privilege to extend my hearty thanks to the faculty member of Nehru School of Management. NCERC for the valuable suggestion throughout the project duration.Last but not least I wish to extent my gratitude to my PARENTS AND FRIENDS for support and co-operation they rendered to me to make this project perfect in its total. Finally I convey my thanks to all who helped me directly and indirectly to carry out this project successfully.

VANI M HARI

TABLE OF CONTENTSChapter NumberTitlePage Number

LIST OF TABLES

LIST OF FIGURES

ABSTRACT

IINTRODUCTION AND DESIGN OF THE STUDY

1.1 Introduction to the study

1.2 Industry Profile

1.3 Company Profile

1.4 Statement of the problem

1.5 Objective of the study

1.6 Scope of the study

1.7 Hypothesis of the study

1.8 Research Methodology

1..8.1 Concepts And Terms Used

1.8.2 Data Collection

1.8.3 Sampling

1.8.4 Tools For Analysis

1.8.5 Limitations of the study

IIREVIEW OF LITERATURE & THEORETICAL PROFILE

IIIDATA ANALYSIS AND INTERPRETATION

IVSUMMARY AND CONCLUSIONS

4.1 Findings

4.2 Suggestions

4.3 Conclusion

APPENDICES

Schedule

Useful Materials

BIBLIOGRAPHY

LIST OF TABLES

TableNumberTitlePageNumber

1.3.5Board of Directors

1.3.10Major Competitors

3.1Gender of respondents

3.2Marital status of respondents

3.3Year of experience of respondents

3.4Completely satisfied with the job

3.5Awareness of grievance redressal committee

3.6Aware the members of grievance redressal committee

3.7Aware of monthly meetings

3.8Real reason of the problem identified

3.9Higher authority listen the grievance

3.10Importance given to what is right rather than who is right

3.11Ensure that the right decision has ended up in satisfaction

3.12Provide temporary relief until the right decision made

3.13Members are actively engage in resolving the problems

3.14Decisions are not satisfactory, given opportunity to take to higher officials

3.15Matter relevant to grievance kept confidential

3.16Procedure for conveying grievance simple and easy to utilize

3.17Supervisor given authority to take necessary action to resolve the problem

3.18Proper records maintained on each grievance

3.19Nature of work and environment meet the expectations

3.20Generally keep complaints to employees itself

3.21Find the ideal solution where both person emerge as winner

3.22Conflicts resolving is an important functions for the smooth functioning of an organization

3.23Rate the satisfaction level for the conflict resolving procedure adopted by the company

3.24Year of Experience and level of job satisfaction

3.25Calculation of Chi-square

LIST OF FIGURES

FigureNumberTitlePageNumber

1.2.3Current and future trend

1.3.6Organization chart

1.3.11Future prospects and growth

3.1Gender of respondents

3.2Marital status of respondents

3.3Year of experience of respondents

3.4Completely satisfied with the job

3.5Awareness of grievance redressal committee

3.6Aware the members of grievance redressal committee

3.7Aware of monthly meetings

3.8Real basis of the problem identified

3.9Higher authority listen the grievance

3.10Importance given to what is right rather than who is right

3.11Ensure that the right decision has ended up in satisfaction

3.12Provide temporary relief until the right decision made

3.13Members are actively engage in resolving the problems

3.14Decisions are not satisfactory, given opportunity to take to higher officials

3.15Matter relevant to grievance kept confidential

3.16Procedure for conveying grievance simple and easy to utilize

3.17Supervisor given authority to take necessary action to resolve the problem

3.18Proper records maintained on each grievance

3.19Nature of work and environment meet the expectations

3.20Generally keep complaints to employees itself

3.21Find the ideal solution where both person emerge aswinner

3.22Conflicts resolving is an important functions for the smooth functioning of an organization

3.23Rate the satisfaction level for the conflict resolving procedure adopted by the company

ABSTRACTThe Project was undertaken in PK Das Institute of Medical sciences, Vaniamkulam in order to understand the grievance redressal procedure of the company. The purpose is to know the awareness among employees about the grievance redressal system and to know about the procedure followed by the company. The duration of the project was 21 days starting from 28th August to 18th September 2014.The data collected from 58 employees of PKDIMS and analyzed with the help of statistical tool. The study has many limitations like short duration, bias of respondents in the data. From the study it is clear that majority of the employees are satisfied with the grievance redressal system followed by the company. The suggestion given to PKDIMS to conduct awareness programs frequently, distribute information leaflets, display boards showing the procedure to rectify the grievances of employees. To conclude, this project work helps the management to assess the existing redressal procedure and it is possible to make relevant changes in the existing procedure on the basis of findings and suggestions of the study.

CHAPTER IINTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTIONThe Objective of the project is to understand the effectiveness of grievance handling procedure followed by PK Das Institute of Medical Sciences because human resource is considered to be the most valuable asset in any organization. It is the sum-total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons who comprise executives, supervisors and the rank and file employees. It may be noted here that human resource should be utilized to the maximum possible extent, in order to achieve individual and organizational goals. It is thus the employees performance, which ultimately decides, and attainment of goals. However, the employee performance is to a large extent, influenced by motivation and job satisfaction. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal; the end state is feeling accompanying the attainment by an impulse of its objective. Job satisfaction does mean absence of motivation at work. Grievance is any discontent or dissatisfaction that affects organizational performance. As such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization.The grievance redressal procedure of an organization enables employees to air their dissatisfaction. It is important that an organization has an effective grievance redressal system. This helps the organization to solve problems at the level of an individual rather than have themresult in industrial unrest. Keeping track of employee grievances also helps an organizationcheck its policies and procedures to avoid similar problems in the future. The management should show genuine concern and use a humanitarian approach while dealingwith employee grievances. The grievance of an employee might have little significance to themanagement, but for the employee, it is of great significance as it concerns his career and hisfuture in the organization. Therefore, a grievance should be analyzed and settled using a human approach, along with procedural and legal approaches. However, care should be taken to avoidany violation of rules and regulations as this might result in future problems for the management. Since healthcare comes under service industry, rectifying the grievances of employees have that much importance. The employees in healthcare include doctors, nurses, attenders, cleaners, administrators each of them have their own role in the smooth functioning of the healthcare industry. So an accurate grievance redressal mechanism is required in all hospitals and other healthcare organizations since they are dealing with life of others much more importance is given to their mind level. They can provide their better service if we are ensuring if their grievances or complaints are properly addressed or rectified.

1.2 INDUSTRY PROFILE1.2.1 INDUSTRY HISTORYMedicine and surgery date back to the beginning of civilization because diseases preceded humans on earth. Early medical treatment was always identified with religious services and ceremonies. Priests were also physicians or medicine men, ministering to spirits, mind and body, Priests/doctors were part of the ruling class with great political influences and the temple/hospital was also a meeting place.Medicine as an organized entity first appeared 4000 years ago in the ancient region of Southwest Asia known as Mesopotamia. Since the 1980s, health sector reforms and the liberalization policy in India have created new profit-making opportunities in health care markets for local and international corporations. A new pro-market regulatory environment has helped private corporations to invest in the hospital sector. While the demand for hospital care has increased in India, public and private hospital care providers failed to deliver not only in terms of volume (i.e. number of beds) but also in terms of quality of care. With such an untapped market and a favorable regulatory environment, corporations see tremendous growth potential in Indian hospital care.The privatization of hospital care and the early stages of its corporatization have been researched by various authors throughout the 1980s and 1990s. Since the early 2000s more hospital chains have been created and have expanded all over India. From national level hospital chains like Apollo Hospitals and Fortis Healthcare to regional level networks like Max Healthcare and CARE Hospitals, hospital chains are more diverse than before. In terms of sources of funding, network models, technical and management partnerships, and market segmentation, each corporate hospital chain is looking for its own market space in an increasingly competitive environment. While the failures of the public-private partnership in the hospital sector have been well documented (Public Action Committee, 2006), central and state governments have shown a renewed interest in supporting corporate hospital chains.Different factors have attracted private investors to hospital care delivery. A first element is the rising demand for hospital care in India. Since Independence in 1947, life expectancy in India has more than doubled, rising from 28 years to 69 years in 2009. The Indian population has increased and aged. According to the Census of India, the old age population (> 60 years old) rose from 19 million in 1951 to 77 million in 2001. An ageing population means an increasing need for hospital care as seen in other emerging countries like China or Brazil. In addition to such demographic trends, morbidity rates of Indias population are also shifting.While infectious diseases like tuberculosis are still taking their toll, degenerative diseases are becoming a major health concern in India. Cancers, diabetes, cardiovascular diseases, and coronary heart diseases are on the rise. According to some evaluations, about 29.8 million people had coronary heart disease in India in 2003. The country is expected to account for 60 percent of heart disease patients worldwide by 2010. The number of diabetic patients in India more than doubled from 19 million in 1995 to an estimated 50.7 million in 2010 (International Diabetes Federation, 2009). These diseases require proper medical and hospital care. It was estimated that spending on in-patient care accounts for 47 percent of total private healthcare spending because of lifestyle diseases (CII-McKinsey, 2002).The economic growth of the last fifteen years has also meant that an increasing part of India's population can afford to spend more on healthcare. One report estimates that Indias middle class numbers as many as 50 million people (McKinsey Global Institute, 2007). This number is expected to expand in the coming decades as more households are expected to move away from poverty. In a country where out-of-pocket expenses still represent 70 to 80 percent of the total health spending, such a trend means that more money can be spent on healthcare and health insurance. An increasing share of the Indian population can afford to get treatment from the private hospital sector. Figures from National Statistical Survey Organization (NSSO) socioeconomic surveys show that over the years, the share of hospitalization cases treated by the private sector in urban areas rose from 40 percent to 62 percent between 1986 and 2004. Even in rural areas the share of private sector hospitalization went up from 40 percent to 58 percent for the same period (NSSO, 1987, NSSO, 2004).Given this scenario, several private investors see huge growth potential in hospital services. Central and state governments have done their best to attract more private investors to the hospital sector. With the support of the central government and international agencies like the World Bank, corporate hospital chains started to enter into close partnership with state governments.1.2.2 PLAYERS IN THE INDUSTRYIndia is the most populated geographical area in the world has the largest number of medical colleges and our country rightly possess medical professionals of the highest medical expertise and acumen .The PK Das Institute of Medical Sciences, a reputed super specialty and General hospital has been progressing in a big way and has been successful in starting a state of art infrastructure enabled medical college. The main medical colleges and hospitals in India are as follows:Asian Heart Hospital:Asian Heart Institute is India's highest accredited hospital by JCI (joint commission International), NIAHO (National Integrated Accreditation for healthcare Organizations), and ISO (International Organization for Standardization) and ranked by JCIL- the world's premier healthcare accreditation agency, as the No.1 among its participating hospitalsApollo Hospitals:Apollo Hospitals was the forerunner of integrated healthcare in Asia, as well as globally. Today, the group's futuristic vision has ensured that it has been in a position of strength at every touch point of the healthcare delivery chain. Its presence encompasses over 10,000 beds across 56 hospitals, more than 1500 pharmacies, over 100 primary care & diagnostic clinics, 115 telemedicine units across 9 countries, health insurance services, global projects consultancy, 15 academic institutions and a Research Foundation with a focus on global clinical trials, epidemiological studies, stem-cell and genetic research.KMC Hospitals:KMC Hospital, Mangalore has pioneered medical excellence in healthcare delivery in India. It is driven by the mission of "Care with a personal touch". The two hospitals at Mangalore i.e., KMC Hospital, Ambedkar Circle and KMC Hospital, Attavar, house the state of ART technology for all specialties and super specialties. In pursuit of maintaining excellent standards KMC Hospital is continuously upgrading clinical expertise, state of art equipments and latest diagnostic and imaging services.Sterling hospitals:Established as a multistage tertiary care hospital in 2001, Sterling Hospital is today the market leader in private chain of hospitals across Western India. It is owned and managed by Sterling Addlife India Pvt.Ltd. Persisting on its corporate philosophy of patient centric approach, ethical medical practices, and world-class healthcare, Sterling has been offering a range of high quality medical and surgical care in a host of critical specialties such as Cardiology and CVTS Surgeries, Neurology and Neuro-Surgeries, Nephrology and Urology, Liver and Renal Transplant (Live and Cadaveric), GI Medicine and Surgeries, Haematology, Bone Marrow Transplant, Oncology and Onco-surgery, Critical Care and Emergency Trauma Care, Orthopaedic and Joint Replacement, Spine Surgery, Obesity Surgery, Neonatology as well as General Medicine and Surgery amongst others.

Wockhardt hospitals:Wockhardt hospitals was incorporated on August 28, 1991 under the Companies Act, 1956 as a public limited company. The Company was originally named First Hospitals and Heart Institute Limited. On September 11, 2000 the name was changed to Wockhardt Health Sciences Limited and subsequently on October 19, 2000 the name was changed to Wockhardt Hospitals Limited. Wockhardt hospitals is one of the leading tertiary care, super specialty healthcare networks in India offering high quality healthcare services. The chain of hospitals is owned by the parent company Wockhardt Ltd which has featured on the list of Top 10 pharmaceutical companies in India.Goodwill Hospital and Research Centre:Goodwill Hospital and Research Centre Ltd. is a specialty hospital in Delhi and NCR(India). The Companys hospital offers fully established departments of orthopedics, specializing in joint replacements, cardiology, laparoscopic surgeries and neuro sciences.Chennai Meenakshi Multispeciality Hospital:Chennai Meenakshi Multispeciality Hospital Limited. (CMMH), formerly known as Devaki Hospital, is a 100-bedded hospital located in the heart of Chennai at Mylapore , it is headed by its CEO, Dr.V.Krishnamurthy, an eminent Rheumatologist. He is ably assisted by a team of dedicated specialists whose USP is commitment, empathy, professional skill, expeditious response and quality care at affordable cost.

1.2.3 CURRENT & FUTURE TRENDGrowth of health care industry in India

Source: www.forbex.com

1.3 COMPANY PROFILE1.3.1 INCEPTION OF THE COMPANYPK Das Institute of Medical Science is run by Nehru College of Educational and Charitable Trust and is founded in the year 2010 at Vaniamkulam (Near the banks of Nilariver) by the late Sri PK Das, father of Advt.Dr.P Krishnadas and Dr.P Krishnankumar.He constituted Nehru College of Educational & Charitable Trust in the year 1968 to deliver world class quality in education and to impart training in a structured manner .Under his able stewardship, the educational institutions established by the Trust blossomed in to centers of excellence in their respective fields. They are now the bench mark institutions in their categories.P.K. Das Institute of Medical Sciences (PKDIMS) is a tribute to this great academician, institution builder, philanthropist and above all a noble man.Though he left us, about a year back ,he has groomed his sons Adv.P.Krishnadas, the present Managing Trustee and Dr.P.Krishnakumar,CEO& Secretary, Nehru Group of Institutions at Coimbatore in to successful academicians and administrators. They have taken over the reins of administration of these institutions in an admirable manner. The Chairman had foreseen the birth of a great University in the name of Jawaharlal Nehru University.ORGANIZATIONS OPERATED BY THE NEHRU GROUP Nehru Colleges of Engineering and Research Centre Pampady, Thiruwilamala, Thrissur. Nehru Colleges of Aeronautics and Applied Sciences, Coimbatore. Nehru Institute of Engineering and Technology Coimbatore. Nehru Arts and Science College, Coimbatore. Nehru Institute of Information Technology and Management. Coimbatore Nehru Institute of Management Studies, Coimbatore. Jawaharlal College of engineering and Technology, Lakkidi, Palakkad. Nehru School of Management, Pampady, Thrissur. Nehru College of Pharmacy, Pampady, Thrissur. Nehru College of Nursing, Vaniyamkulam, Palakkad. Jawaharlal Aviation Institute, Lakkidi, Palakkad. P K DAS Institute of Medical Sciences, Vaniyamkulam, Palakkad.The Nehru Colleges of Education and Charitable Trust is presently chaired by Adv. P. Krishna Das (Managing Trustee) with Dr. P. Krishna Kumar (Director)MISSION

Our Mission is to bring world-class health care within the reach of every person and to maintain excellence in medical education and research.

VISION

Treat all patients with compassion, dignity and respect. Continuously improve the quality of health care and services. Attract medical professionals of eminence and develop centers of excellence in all specialties. Conduct research, promoting academics and providing structured training to medical, nursing and paramedical students.QUALITY POLICYWe will strive to maintain international standards in treatment, Laboratory services and prescribing and dispensing medicine.1.3.2 HISTORY OF THE COMPANYP K Das Institute of Medical Sciences is ahealth careinitiative by the Nehru College of Educational and Charitable Trust. The Nehru College of Educational and Charitable Trust was started in 1968 under the authorship of Late P K Das, a renowned chartered engineer, eminent academician ,industrialist and a philanthropist with the aim to bring in state of the art standards in the field of higher education both professional and non- professional.Under his able stewardship, the Educational Institutions established by thetrustblossomed in to centers of excellence in their respective fields. They are now the bench mark Institutions in their categories.He laid the foundation of the 350 Bed Super Specialty Hospital at Vaniyamkulam with the intention of establishing a state of the Art, Medical Centre of Excellence to cater to the needs of people of Kerala and adjoining Tamilnadu. His dream was to raise it to the level of Premium Health Care Institutions in the world. Unfortunately he couldn't see his dreams fulfilled in his life time.Whenever we hear the name Nehru College immediately the name of the Chairman late P.K.Das comes to our mind. Chairman's name is synonymous with Nehru Colleges. Which stand as Hall Mark of Quality in the field of HigherEducation. Starting from scratch in 1968, this great leader, spent each ounce of his energy and sweat to establish 12 prestigious institutions in Tamil Nadu and Kerala. Through his hard toil, sweat, firm determination and strict self discipline, he established Nehru College of Aeronautics and Applied Sciences at Kuniamuthur, Coimbatore in 1968. Besides this college, he established fourengineering colleges, one Arts & Science college, one Pharmacy College, one Aviation Institute and one Superspeciality hospitaland three Management Colleges in Tamil Nadu and Kerala. He was hardly 29 years of age in 1986, when he started hiscareeras Academician at Coimbatore.Before his death, about a year back ,he hasgroomed his sons Adv.P.Krishnadas, the present Managing Trustee and Dr.P.Krishnakumar,CEO& Secretary, Nehru Group of Institutions at Coimbatore in to succcessful academicians and administrators. They have taken over the reins of administration of these institutions in an admirable mannaer. As part of the Nehru group of institutions, The PK DAS INSTITUTE OF MEDICAL SCIENCES is committed to practicing at the leading edge of medicine.They have the skills and resources to develop highlyspecializedunits in all specialties .They have sure that many of these will be recognized as centers of excellence in the near future for the quality of care and outcomes achieved.This was how PK DAS INSTITUTE OF MEDICAL SCIENCES got its start and the rest,as they say,is history.

1.3.3 TYPE OF ORGANIZATIONName of Organisation:PK Das Institute of Medical Science Type :PrivateIndustry :Service industry in the area of Healthcare and Medical educationLocation :Vaniamkulam,Palakkad,Kerala,IndiaKey People :Advt.Dr.PKrishnadas,Managing TrusteeDr.PKrishnakumar,CEO& SecretaryArea :Medicare,Medical,Paramedicaleducation,Surgery

1.3.4 NATURE OF BUSINESSMedical, Paramedical, Nursing, Healthcare, Medical Research and development ,Treatment, Laboratory services, Medical dispensaries, Medical Consultation are the different types of services provided by P K Das Institute of Medical Sciences.

1.3.5 BOARD OF DIRECTORS

The Board of P K Das Institute of Medical Sciences comprises of Chairman, CEO, Trustee and Director of Operations drawn from various fields having considerable expertise in their respective areas. The Board fulfills the requirements of P K Das Institute of Medical Sciences.

A list of Directors indicating their status is given in the table below:

Board of Directors

NamePosition

Adv.Dr.P.KrishnadasChairman & Managing Trustee

Dr.P.KrishnakumarCEO & Secretary

Dr.R.C.KrishnakumarDirector(Operations)

Dr.P.ThulasiTrustee

MANAGING TRUSTEE & CHAIRMANDIRECTOR(OPERATIONS)HONOURABLE TRUSTEECEO & SECRETARY1.3.6 ORGANIZATION CHART

PHARMACYNON CLINICALDEPARTMENTCLINICALDEPARTMENTPUBLICRELATIONSACCOUNTSHR &ADMIN

1.3.8 SERVICE PROFILEPK Das Institute of Medical Sciences is a reputed super specialty hospital situated at Ottapalam in Palakkad Dist.,Kerala which is a health care initiative by the Nehru College of Educational and Charitable Trust.It is a 500 bed tertiary care super specialty hospital with 22 departments and state of the art infrastructure with MRI,CT,Cathlab,Digital X-ray, dialysis unit etc. The hospital has been growing due to the hard work of committed and dedicated staffs and the support of the general public.Now the Medical Council of India (MCI) recognized the hospital as a teaching institution and permitted to open the Medical College with an intake of 150 students every year.PKDIMS aims at imparting quality medical education to eligible students of all categories to produce competent medical professionals. The medical college is affiliated to the Kerala University of Health Sciences.1. AnesthesiologyPKDIMS carefully plan the anesthetic procedures after studying the patient history and have consultation with the surgeon for providing valuable assistance in anesthetic support during surgery and Basic life support.a) Pre-anesthesia check up to decide upon anesthetic proceduresb) Support for administering safe anesthesia service all types of surgeriesc) Pain relief services and completely monitoring intensive care for trauma patientsd) Post operative Intensive care for patients undertaking major surgery and high risk patientse) Administering epidural infusions of local anesthetics for pain removal during normal deliveryf) Pain and palliative care for chronic patients

2. Cardiology

The Cardiology Department provides state of the art diagnostic and treatment service for patients referred with actual or suspected heart disease. This comprises outpatient facilities, inpatient care, and a comprehensive range of investigational modalities including a 24 hour fully equipped cardiac catheterisation lab which offers a range of interventional cardiology procedures.

a) Health check-ups, Cardiac consultationb) Daily Cardiology OPD, 24 hours ECG servicec) Computerized Stress Test,2-D Echo, Color Doppler and Tissue Doppler imagingd) DIET Consultation provided by our Registered Dietician,Cardiac Catheterizatione) Coronary Angiography,Balloon Angioplastyf) Stent Placement,Pacemaker IMPLANTATION and Follow-up Care,Pericardiocentesis

3. Neuro Surgery

A dedicated 24 hour Neurosurgical Intensive Care Unit, with ventilators and multichannel invasive monitors for all beds, provides comprehensive care for postoperative and acutely ill patients.a) Head & spine traumab) Stroke and hemorrhage in the brain and spinal cordc) Tumors of the brain, spine and spinal cordd) Disc prolapse and other spinal diseasese) Vascular diseases such as aneurysms and vascular malformationsf) Instrumentation of the spine and the cranio-vertebral junctiong) Diseases of the pituitary gland

4. General Hospital and Super Specialty Hospital

Every year lots of students are joining in Medical,Paramedical,Nursing courses in PKDIMS to serve the society as future doctors.The main departments are listed below.

a)Anatomy,Physiology,Biochemistry comes under the pre-clinical departmentsb)Pharrnacology,pathology,microbiology,communitymedicine,forensic medicine comes under Para clinical departments

5. Medical camps & Awareness Programs

Free medical camps are conducted at various places by PKDIMS in which needy people are given free medical advice and medicines by our team of doctors. The students will have exposure in these camps giving them opportunities to get first hand information on real time practices and to understand patient behavior better.6.Other Major DepartmentsThe other major Departments of PKDIMS which offer services to public area) Bones & Jointsb) Dentistryc) Diabatologyd) Nephrologye) Peadiatricsf) Gynacology,Urologyetc

1.3.9 MARKET SHAREP K Das Institute of Medical Sciences is a health care initiative by the Nehru College of Educational and Charitable Trust. Its completely governed by Nehru College of Educational and Charitable Trust. So cant be able to measure market share.

1.3.10 MAJOR COMPETITORSPKDIMS aims to develop medical professionals, teachers and researchers of eminence to prove the lives of the people and to develop centers of excellence in all specialties and make a notable difference thereby contributing to the progress of this nation. The major competitors are tabulated below:NoNamePlace

1Amala institute of Medical SciencesThrissur

2Jubilee Mission Medical CollegeThrissur

3Government Medical CollegeThrissur

4Elite Mission HospitalThrissur

5Mother HospitalThrissur

6Westfort HospitalThrissur

7Daya HospitalThrissur

8Aswini HospitalThrissur

9Thankam HospitalPalakkad

10Valluvanad HospitalPalakkad

11Palana Institute of Medical SciencesPalakkad

12Welcare HospitalPalakkad

13Karuna HospitalPalakkad

14Ganga Medical Centre& HospitalsCoimbatore

15K G HospitalCoimbatore

16PSG HospitalCoimbatore

17Rao HospitalCoimbatore

18Sri ramakrishna HospitalCoimbatore

19Kovai medical centre& HospitalCoimbatore

20Al shifa HospitalPerinthalmanna

21Moulana Hospital Perinthalmanna

22Al salama HospitalPerinthalmanna

23EMS Co-operative HospitalMalappuram

1.3.11 FUTURE PROSPECTS AND GROWTHThe rate of growth of the health care industry in India is moving ahead neck to neck with the pharmaceutical industry and the software industry of the country. Much has been said and done in the health care sector for bringing about improvement. Till date, approximately 12% of the scope offered by the health care industry in India has been tapped. The health care industry in India is reckoned to be the engine of the economy in the years to come. Health care industry in India is worth $17 billion and is anticipated to grow by 13% every year. The health care sector encompasses health care instruments, health care in the retail market, hospitals enrolled to the hospital networks etc.India being the most populated geographical area in the world has the largest number of medical colleges and our country rightly possess medical professionals of the highest medical expertise and acumen.Just like other Medical colleges, Nehru Group of Institutions wants to make PKDIMS, a benchmark in the field of medical education. Within the next decade,PKDIMS hopes to emerge as a pillar in the medical education and health care in India especially in Kerala and also want to expand the footprint beyond state and national borders.This is nearly summed up in the companys corporate tagline, Creating tomorrows healthcare leaders today

1.4 SATEMENT OF THE PROBLEMThe study is aimed to understand the Grievance Redressal of Employees in the PK Das Institute of Medical Science. The employee needs a proper grievance handling mechanism to continue in the same company for a long term with complete job satisfaction.PK das institute of Medical Science is purely service oriented in the area of Healthcare and Medical education so hereby resolving the grievance of employees plays a crucial role in the future development of the organization. This study helps to understand about the gap between expectation of employee and the employer or higher authorities in addressing their grievances, so accordingly PK Das Institute of Medical sciences can make best quality redressal mechanism to their employees. Employees differ as individuals, in their needs, expectations and behavior. When their needs are not satisfied or their objectives are not achieved, the result is employee dissatisfaction. It is not an easy task for the management to keep all the employees satisfied and motivated all the time. So I planned to study the redressal of employees in PK Das institute of medical Sciences.

1.5 OBJECTIVE OF THE STUDY To study the effectiveness of Redressal/Grievance handling procedure To identify whether the employees areawareof the grievancehandling mechanism To know the level of satisfaction of employees towards the grievance handling procedure of the organization

1.6 SCOPE OF THE STUDYIn this project an attempt has been made to analyze the Grievance Redressal of Employees of PK Das Institute of Medical Science, Vaniamkulam. P K Das Institute of Medical Sciences is a health care initiative by the Nehru College of Educational and Charitable Trust. PKDIMS aims at imparting quality medical education to eligible students of all categories to produce competent medical professionals. The study tries to understand the grievance handling procedure of the firm, awareness of grievance handling procedure among employees, grievance among employees if any.The target respondents of the study are the employees of PKDIMS.Grievance Redressal of employees has been analyzed on the basis of the following seven grievance redressal related factors Awareness about Redressal forum Awareness about Grievance Redressal Procedure Awareness about the monthly meetings of Redressal Committee Approach of higher authorities towards employees Nature of the decision taken by the Committee & Higher authorities Involvement of Committee members to resolve problems Action taken by the CommitteeThe duration of the study was starts from 28th August 2014 to 18th September 2014. This study helps to understand the key areas that company wants focus to resolve the grievances of employees. The collection of data from PK Das Institute of Medical science had done by using a questionnaire and also information is collected directly from 58 employees. The employees covered includes all the department of PKDIMS. The tools like percentage analysis and Chi-Square Test are used for analysis.The study throws light on need for Grievance handling procedure and this study facilitates the management for further improvement on the same. This study will also be useful when similar kind of research is undertaken.

1.7 HYPOTHESISAccording to C.R Kothari Hypothesis is usually considered as the principal instrument in research. Its main function is to suggest new experiments and observations. In fact, many experiments are carried out with the deliberate object of testing hypothesis on the basis of available information and take decision on the basis of such testing.Chi-Square Test: Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearsons has developed a method to test the difference between the theoretical (hypothesis) & the observed value.Chi square test (X2) = (O E) 2 / EDegrees Of Freedom = V = (R 1) (C -1)Where,O = Observed FrequencyE = Expected FrequencyR = Number of RowsC = Number of ColumnsFor all the chi-square test the table value has taken @ 5% level of significance.

Hypothesis: Ho: There is no significant relationship between year of experience and level of job satisfaction. H1: There is significant relationship between year of experience and level of job satisfaction.

1.8 METHODOLOGYResearch methodology is defined as a highly intellectual human activity used in the investigation of nature and matter and deals specifically with the manner in which data is collected, analyzed and interpreted. In this study the researcher has followed a methodology to collect data and analyze the same. The project being undertaken was exploratory research. Where in all these approaches of exploratory researcher were used to collect the information on Grievance Redressal Procedure in P K DAS Institute of Medical Sciences.1.8.1 CONCEPTS AND TERMS USEDEmployee grievance: Employee grievance refers to the dissatisfaction of an employee with what he expects from the company and its management. A company has to provide an employee with a safe working environment, realistic job preview, adequate compensation, respect etc.Employee grievances may or may not be justified. However, they need to be tackled adequately because they not only lower the motivation and performance of the employee but also affects the work environment. Employee grievances if left unchecked can lead to large disputes within the company. Any company must have a proper channel for employee grievance redressal.Quick action: As soon as the grievance arises, it should be identified and resolved. Training must be given to the managers to effectively and timely manage a grievance. This will lower the detrimental effects of grievance on the employees and their performance.Acknowledging grievance: The manager must acknowledge the grievance put forward by the employee as manifestation of true and real feelings of the employees. Acknowledgement by the manager implies that the manager is eager to look into the complaint impartially and without any bias. This will create a conducive work environment with instances of grievance reduced.Gathering facts: The managers should gather appropriate and sufficient facts explaining the grievances nature. A record of such facts must be maintained so that these can be used in later stage of grievance redressal.Examining the causes of grievance: The actual cause of grievance should be identified. Accordingly remedial actions should be taken to prevent repetition of the grievanceDecisioning: After identifying the causes of grievance, alternative course of actions should be thought of to manage the grievance. The effect of each course of action on the existing and future management policies and procedure should be analyzed and accordingly decision should be taken by the manager.Execution and review: The manager should execute the decision quickly, ignoring the fact, that it may or may not hurt the employees concerned. After implementing the decision, a follow-up must be there to ensure that the grievance has been resolved completely and adequately.Employees stress: Employees stress is a growing concern for organizations today. Stress can be defined as a lively circumstance in which people face constraints, opportunities, or loss of something they desire and for which the consequence is both unpredictable as well as crucial. Stress is the response of people to the unreasonable/excessive pressure or demands placed on them.Concept of Employee Discipline: Discipline means systematically conducting the business by the organizational members who strictly adhere to the essential rules and regulations. These employees/organizational members work together as a team so as to achieve organizational mission as well as vision and they truly understand that the individual and group aims and desires must be matched so as to ensure organizational success.Employee grievance : Employee grievance is the perception of unfair treatment on the job. There are many factors that make employees unhappy. For instance, non cooperation from fellow members or a harsh remark relating to domestic affairs, may create unhappy situation at work. Finally such feelings of dissatisfaction or discontent result in employee grievance. There is hardly an organization that runs smoothly at all times.Employment: Employment is a relationship between two parties, usually based on a contract, one being the employer and the other being the employee.Employee: An employee contributes labor and/or expertise to an endeavor of an employer and is usually hired to perform specific duties which are packaged into a job. An Employee is a person who is hired to provide services to a company on a regular basis in exchange for compensation and who does not provide these services as part of an independent business.Wage labor: Wage labor is the socioeconomic relationship between a worker and an employer, where the worker sells their labor under a formal or informal employment contract. These transactions usually occur in a labor market where wages are market determined. In exchange for the wages paid, the work product generally becomes the undifferentiated property of the employer, except for special cases such as the vesting of intellectual property patents in the United States where patent rights are usually vested in the original personal inventor.Grievance procedure: Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.Company: A company is an association or collection of individuals, whether natural persons, legal persons, or a mixture of both. Company members share a common purpose and unite in order to focus their various talents and organize their collectively available skills or resources to achieve specific, declared goals.1.8.2 DATA COLLECTIONThe researcher design is purely the framework or plans for a study that guides the collection and analysis of data. It is a blue print that is followed in completing a study. Since the study depicts the true current status prevailing the organization, the researcher design is descriptive.DESCRIPTIVE RESEARCH DESIGNDescriptive research studies are those studies which are concerned with describing the characteristics of a particular individual, or a group. The research much focuses attention on the factors like formulating the object. Designing methods, selecting the samples, collecting, processing and analyzing the data and reporting the findings.DATA COLLECTION METHODLOGYSurvey method is used for primary data collection DATA SOURCESThere are two types of data Primary data Secondary data

PRIMARY DATA Primary data refers to the information obtained firsthand by the researcher on the variables of interest for the specific purpose of the study. For the purpose data collection the researcher has used survey method to get response from the respondent. Questionnaire is a pre-formulated written set of questions by which researcher records the response of respondents.

SECONDARY DATASecondary data refers to information gathered from sources already existing. Secondary data was collected form websites, journals, textbooks were also used to supplement the primary data.

1.8.3 SAMPLING A sample design is a definite plan for obtaining a sample from a given population. There used convenience sampling for this study. Through the questionnaire the samples are collected from the customer. The questionnaire is prepared in a well-structured and non-disguised form. So that it is easily understandable and answerable by everyone.

SAMPLING UNITThe study population includes the employees of the hospital.SAMPLE SIZEThe sample size chosen for the study is 58SAMPLING METHOD PRE-TESTED INTERVIEW SCHEDULEThe questionnaire is prepared in a well-structured and non disguised form. So that it is easily understandable and answerable by everyone. The type of questions are objective type.

1.8.4 TOOLS FOR ANALYSIS1.Percentage Analysis2.Chi-square Test

1.8.5 LIMITATIONS OF THE STUDY The results cannot be considered for the long term process The views and preferences of the people may change from time to time, so it cannot be consider for long run The new employees opinion may not consistent for future

CHAPTER IIREVIEW OF LITERATURE & THEORETICAL PROFILE

2.1 REVIEW OF LITERATUREJasper van Teeffelen(2011):In the titled by Exercising Citizenship Invited and Negotiated Spaces in Grievance Redressal Systems in HubliDharwad reported that Different groups of citizens exercise their citizenship through various channels in Indian cities to realize their social rights. In classic urban MANAGEMENT SYSTEMSdominated by government, citizens rights are allocated by governments. New forms of network governance see governments as enabling actors for private sector provision, relegating citizen rights to consumer rights. New e-based grievance redressal systems in many Indian cities are part of this new perspective, designed to make governmentcitizen relations more transparent and effective. This article is based on a case study of a north Karnataka city, where e-based grievance systems have been introduced.Aditya Swroop(2008): In the titled by Grievance Settlement Authorities: Emerging Trends reported that the Third Five Year Plan formulated a Code of Discipline for industries which was voluntary accepted by the management and the labour. Through it the industrial disputes could be mutually settled and litigation could be avoided as far as possible. The establishment of Works Committees, the encouragement of workers organizations and the settlement of the problem of bonus by constituting a Bonus Commission were the other features of this plan document.The first few traces of the evolution of alternative dispute mechanisms to solve labour disputes can be traced from this document. Needless to say, one of these mechanisms is the proposed establishment of Grievance Settlement Authorities to solve disputes between individual workers and the management.

(Klass, 1989; Walker & Hamilton,2011): In the titled by Grievance filing reported that Grievance filing refers to the act by which an individual or group of workers formally express their feelings of dissatisfaction by fol-lowing the prescribed procedures of the or-ganization (Walker & Hamilton, 2011). Normally, the grievance filing process consists of four steps; i) discussion with the supervisor, ii) filing the written request to resolve the grievance with the supervisor, iii) decisions by the immediate supervisor and iv) decision by the higher authorities in the case if grievance is not handled by the immediate super-visor.

Muhammad Adeel Anjum (2001): In the titled by Relationship Dynamics of Filing Grievances: A Conceptual Model reported that Grievances are indispensible in the contemporary of competition in the face of limited resources available to the individuals, organizations and the nations. A grievance, in the organizational context, refers to the formally submitted complaint by an employee or group of employees.However, if a grievance is made good in time, the existing relationships between the employee and his co-workers is expected to get strengthened. Otherwise, it turns into a dispute thereby aggravating the organizational relationships from bad to worse. This article brings a diversity of arguments around the practices of filing grievance in the form of thesis and anti-thesis thereby emerging into a synthesis arguing that grievance-filing is not negative in itself unless baseless and fake grievances are filed for some hidden agenda. This paper also presents a conceptual model which demonstrates the relationship dynamics of filing grievances and guides the future researches. Some propositions have also been developed in this paper which could be validated by empirical researches in the future.

Ash PA. (1970): In the titled by The parties to grievance, Personnel Psychology. reported that Hypothesized that the grievance behavior of union stewards (i.e., the number of grievances filed, of CONSULTATIONS with aggrieved employees, and of informal discussion with supervisors concerning potential grievances) would vary systematically with their manifest needs. A study of 62 union stewards who represented 3,450 rank-and-file union members supported the hypothesis. Significant associations were found between needs for achievement, dominance, affiliation, and autonomy (assessed by the Manifest Needs Questionnaire of R. M. Steers and D. N. Braunstein, 1976) and grievance behavior of union stewards.

DR. Supriya Chowdari(2006): In the titled by Redressal and settlement of employees Grievances- A study of selected industrial units reported that Organization does not exist in vacuum, but made of people and function through people. An organization is what its people are. The true significance of the grievance emerges only when we recognize the expression of dissatisfaction as a symptom of friction, of malfunctioning somewhere in this living structure of shop relationships. In their working lives, employees occasionally have causes to be uncomfortable, disappointed or aggrieved either about certain managerial decisions, practices or service conditions. When human beings work together there is likelihood of friction and misunderstanding. Some of these areas of friction could lead to unhappiness or dissatisfaction among workers. The grievance procedure is one of the most important means available for employees to express their dissatisfaction. It is also a means available to management to keep a check on relevant diagnostic data on the state of the organizations health. The present study is an attempt to identify and suggest such an effective, flexible and simple procedure of settlement of grievance that can ensure the speedy redressal of the grievances and must be capable of ensuring a sense of satisfaction to the employee concerned. In this context, an empirical study has been made of three organizations to identify their grievance handling machinery.

Allen and Keaveny (1985) noted the inconsistent results and low explanatory power of studies focusing on demographic and job related variables to differentiate between grievants and nongrievants. They focused on several attitudinal variables in their study of grievants and nongrievants from the 1977 Quality of Employment Survey. They found several statistically significant differences in attitudinal measures between grievants and nongrievants. Grievants were less satisfied with their jobs, had poorer attitudes toward their line supervisors, had greater feelings of pay inequity, had stronger beliefs that workers should participate in decision-making, were less satisfied with their unions, and more active in their unions. The lower satisfaction with the union among grievants may be due to dissatisfaction with the processing of their grievances. As Allen and Keaveny note, a limitation of this study is that the attitudinal measures were obtained after the grievants had initiated their grievances.

Lewin and Peterson (1988) discuss the results of a survey about grievance activity conducted by one of the organisations included in their study. Based on data reported by Lewin and Peterson, 16 percent of employees said they had no issues that warranted filing a grievance over the past year and another 12 percent said they only had questions of clarification about policies but apparently no grievable issue. Thus, 28 percent of employees would effectively be eliminated as potential grievants because they had experienced no grievable events.

Prof. Lallan Prasad (1973): He studied the grievance procedure in three plants namely, Rourkela, Bhilai and Durgapur. Industrial relations in these plants have been in a poor state from the very beginning. When the plant was under construction, non-payment of wages and maltreatment of labourers were common features, which led to a large number of strikes, lockouts and go-slows.

Dr. M.S. Choudhary (1996): The grievance procedures and machinery of some organizations have been studied as a part of his research on Collective Bargaining. The study was mainly concerned with the procedure of Grievance Settlement. He also recommended that to have better and harmonious industrial relations, there must be effective machinery for the settlement of employees grievances.

Lewin and Boroffs (1994):In their study they analyzed the employees who perceived that they experienced unfair treatment and filed a grievance and employees who perceived unfair treatment but did not file a grievance. They found that employees with higher loyalty to the employer were less likely to have filed a grievance. Some empirical studies were also already being conducted by some Indian researchers to for exploring the grievance handling practices in some organizations. The main objective of the survey was to know the grievance handling practices followed by the organizations and the overall framework of industrial relations to which these practices are resorted to.

2.2 THEORETICAL BACKGROUNDAccording to Ichiniowski,C(1987) in the publication named Grievance procedures and firm performance explained grievances are the disputes regarding the effect, interpretation, application, claim or breach of any employment agreement between the organization and its employees Grievances are widespread phenomenon in workplaces and have been an important concern within the organizations. In general,the term grievance refers to the real or supposed hardship suffered by an individual in formal work settings which forms some legitimate grounds of launching complaints (Turner & O'Sullivan, 2013). Public Sector Workforce Office of Australian Government defines a grievance as a clear statement by an employee of a work-related problem, concern or complaint, including those involving: The interpretation and application of people management policies including allocation of work, job design, performance management; A workplace communication or interpersonal conflict; An occupational health and safety issue; An occupational health and safety issue; A question, dispute or difficulty concerning the interpretation, application, or operation of an award/enterprise agreement or other agreement

A grievance is a dissatisfaction regarding an official act or omission by the employer which adversely affects an employee in the employment relationship, excluding unfair dismissal.

Employee work-related concerns and grievances which are not promptly and effectively resolved (http://www.eeo.nsw.gov.au/employee/grievance.htm) result in:

Lost productivity and lower quality work, products and customer services; Distraction from corporate goals and loss of confidence and communicationbetween employees, managers and supervisors; Low morale and job satisfaction which can lead to industrial problems, increasedabsenteeism and increased staff turnover; and Loss of reputation to the employee and lost working time of everyone involved.

Grievance: DefinitionIn the year 1998, the Indian Government ratified Article 1 of the Convention 122 of the International LabourOrganisation. Article 1 of the Convention it can thus be concluded confers upon workers the right to have redressal mechanisms to their grievances and thus the Indian Government is now by way of ratifying the Article 1 of the Convention 122 obligated to look into such interests if the workers . Having recognized the existence of a right to redressal of grievances, it is necessary for the purpose of this project to look into the reason behind why workers may have grievances as well as the development of grievance redressal mechanisms over time and finally conclude on the need for an individual grievance redressal mechanism under the Industrial Disputes Act.

Grievances may occur for a number of reasons: The primary reason for a large number of individual grievances can be attributed to discontent with regard to wage fixation and wage revision, leading employees to feel that they are underpaid in comparison to their peer. Another factor contributing to a large number of grievances amongst individuals is due to inferior working conditions and restrictive practices towards production efficiency. Grievances amongst workers may also arise due to a perceived notion of a biased attitude harboured by the employers towards the employee. Grievances may also arise due to the inability of a worker to adjust in the work environment and efficiently work with his coworkers. Grievances amongst workers may also arise because of certain other factors such as issues relating to violations in respect of promotions, transfer procedures, fines and granting leave.

Characteristics of Grievances:Grievance is a word which covers dissatisfaction and which has one or more of the following characteristics1. It may be unvoiced or expressly stated by an employee2. It may be written or verbal3. It may be valid and legitimate, untrue or completely false, or ridiculous4. It may arise out of something connected with the organization or work5. An employee feels that an injustice has been done to himTHEORIES OF EMPLOYEE SATISFACTION& GRIEVANCESThe company's ability to fulfill the physical, emotional, and psychological needs of its employees. Satisfying the employee's all needs, so that he can give 100% to the company. Satisfaction refers to the level of fulfillment on one's needs, desires, and wants. It can be experienced in various levels or degrees. Vital ingredients for any employees satisfaction are physical, security, social and egoistic needs which satisfy individuals psycho social.1. Physical and Security need: This relates to satisfaction of bodily function like hunger, thirst, shelter as well as to be secure in the employment.2. Social Need: Since human beings are dependent on each other. There are some needs which can be satisfied only when individual is recognized by other people.3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things of his own end to sense of accomplishmentTo a considerable extent however physical needs are satisfied off the job. Social needs are satisfied through personal contacts around the job where egoistic needs are chiefly satisfied through the job.

MASLOW'S HIERARCHY OF NEEDS: Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Maslow subsequently extended the idea to include his observations of humans' innate curiosity.Maslows hierarchy of needs is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security.As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential.Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences.Maslow termed the highest-level of the pyramid as growth need (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.

There are five different levels in Maslows hierarchy of needs:1. Physiological Needs: These include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met. 2. Security Needs: These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment. 3. Social Needs: These include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups. 4. Esteem Needs: After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment.5. Self-actualizing Needs: This is the highest level of Maslows hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential. If the needs are note properly satisfied it may led to grievances.So every organization must satisfy the basic needs of employers for the better functioning,otherwise the grievances may be expressed interms of other harmful effects.

Cause of Grievance:Grievance by an employee taking recourse to the formal procedure may not in all cases solve the real problem. It is true that in many cases the grievance could be taken care of through the grievance process, but there are instances and occasions when a much deeper analysis of the systems, procedures, practices and personalities in the organization need to be examined for the possible casual relationship between them and the grievance, it is well known that the formally stated grievance is not always the real grievance. There may be hidden reason, such as a problem supervisor for instance, of an individual may have difficulty in relating to a work group with a totally different value system. The factors contributing to the grievance should be properly studied and analyzed to ensure that in fact the expressed grievance represents the problem stated and not any other problem.Grievances generally arise from the day-do-day working relations in the undertaking, usually a employee or trade union protest against an act or omission or management that is considered to violate workers rights. There are certainly some of the causes that can lead to grievance. Some of them are listed below:Morality: There are some rights which must be provided by the company. Which shows morality for the company?1.It gives an opportunity to the workers to express their feelings.2.The management comes to know that what the workers think.3.It highlights the morale of the people.4.There may be some complaints, which cannot be solved at supervisory level.5.They must have been resolved by a systematic grievance handling procedure.6.It improves the policies and practices of the company.Working environment: An fulfill environment means so many thing for each staff, they always wants a perfect and wonderful work place for them and to create a manageable work place, company has to be persuade, and some effective steps are:1.Poor working conditions2.Faulty machines and equipments3.Attitude of supervisor4.Behavior of top management5.Favoritism and nepotism6.Strained relations7.Excessive discipline8.Defective promotion9.Lay off and retrenchment10.Inadequate health and safety devices

Economic manners: Its an effective motivator for the staffs almost all staffs get motivated for good amount of wages and other relative facilities and some factors are given below:1.Wage fixation and revision2.Payment of overtime3.Inadequate bonus4.Demand for welfare and equipments5.Incentive6.Allowances7.Increments

Supervision:Some staffs likes to take responsibilities in different situation, specially, promotion, and other exiting activities, its attributed by the interest of the individual staffs, and supervisory is also can be a motivator.Work group:1. Many employees are unable to adjust with colleagues2. Suffer from feeling of neglect3. Victimization an object of ridicule and humiliation.

Maladjustment of the Employee:1. Improper attitudes towards work2. Lack of interest

Grievance Redressal ProcedureIt is important that employees are treated fairly and receive prompt responses to problems and concerns. For this reason, the University provides a grievance procedure to promote prompt and responsible resolution of issues raised by staff and administrators. This procedure may be used freely without fear of retaliation, and the Office of human resources is available to assist throughout the procedure. The process outlined below should be used if an individual disagrees with a supervisors action including any disciplinary action. If the problem involves Discriminatory Harassment, Sexual Harassment and/or Discrimination, reference to those policies should be made to initiate a complaint. When unsure which policy applies, contact should be made with a human resources HR Consultant or the Office of Institutional Equity for assistance.

Step 1:Discuss complaint with immediate supervisor:The University encourages informal resolution of complaints. Employees should first discuss the complaint with their immediate supervisor within three (3) business days of the situation whenever possible. If the complaint is not resolved as a result of this discussion, or such a discussion is not appropriate under the circumstances, proceed to Step Two. If the action in dispute involves suspension or termination of employment, Steps One and Two should be bypassed.Step 2:Prepare and Submit Complaint Procedure Form to a HR consultant for Review by Second-Level Supervisor:If the employee feels the complaint was not resolved in discussions with his/her immediate supervisor, they may prepare and submit a formal written complaint for review by the person to whom the employees immediate supervisor reports (second-level supervisor). To do so, the employee should prepare a Complaint Procedure Form and submit it to a Human Resources HR consultant within seven (7) business days of the Step One discussion with the immediate supervisor (or within seven (7) days of the event being grieved if Step One is bypassed). The Consultant will then review the complaint, send a copy to the second-level supervisor and the immediate supervisor (if appropriate), and schedule a meeting for the employee, the second-level supervisor, and the Consultant to discuss the complaint. The meeting will ordinarily be held within five (5) business days of the Consultants receipt of the Complaint Procedure Form. The second-level supervisor will issue a written decision, generally within five (5) business days of the meeting. If the complaint is not resolved to the employees satisfaction, they may proceed to Step Three.

Step Three:Submit Complaint Procedure Form to human resource Director of HR Consultants for Review by Third-Level Manager.If the employee is not satisfied with the Step Two decision, they may proceed with the complaint within five (5) business days of receipt of the Step Two decision by submitting it to the Human Resources Director of HR Consultant for review by the director in charge of their department or associate dean of the department if in an academic unit. A meeting between the employee, the Director of HR Consultant and the director or associate dean will generally be held within five (5) business days. The director or associate dean will issue a written decision, generally within five (5) business days of the meeting.

Step four:Submit Complaint Procedure Form for Final Appeal to the Appropriate-Level Vice President or Provost.If the employee is not satisfied with the Step Three decision, they may submit the complaint to the appropriate level Vice President with administrative responsibility for their department or, for academic units, the OFFICE of the Provost, within seven (7) business days of receipt of the Step Three decision. The Vice President or Office of the Provost will provide the Universitys final written response, generally within fourteen (14) business days. The employees department management will be notified as well.

The long steps and time frame implemented in a grievance redressal mechanismProcessTimeframe

Employee raises formal grievance in writing to Director of HRAs soon as possible and normally within 5 working days of informal grievance outcome, if unresolved

Written acknowledgement of grievance by HRconsultacyand a copy of this procedure provided to the complainantWithin 5 working days of receipt of formal grievance

Respondent notified in writing by HR of grievance and provided with a copy of the grievance and any supporting papers. Date set for response to any allegations (usually within five working days or within a period specified by the Director of Human Resources, depending on the nature of the complaint).Within 5 working days of receipt of formal grievance

Panel established and arrangements made for grievance hearing. Complainant and respondent notified of hearing dateWithin 10 working days of receipt of formal grievance

Complainant and respondent write to HR to request witnesses to be called at hearing (see 6.6) Complainant and respondent organise their own witnesses' statements.No less than 10 working days before the date of the hearing

HRinvite witnesses to hearing, providing a copy of this procedure.10 working days before the hearing

All written submission to panelNo less than 5 working days before the hearing

All parties involved in the hearing to be provided copies of all written submissions received by the panel5 working days before the date of the hearing

HearingNormally within one month of being appointed

Panel decision to HR DirectorWithin 5 working days of the hearing

HR Director notifies complainant of outcome of grievance hearing in writing and informs him/her of right to appeal.Within 5 working days of the heari

Objectives of Grievance Handling Procedure:

Objectives of the grievance handling procedure are as follows:1. To enable the employee to air their grievance

2. To clarify the nature of the grievance

3. To investigate the reasons for dissatisfaction

4. To obtain, where possible, a speedy resolution to the problem

5. To take appropriate actions and ensure that promises are kept

6. To inform the employee of their right to take the grievance to the next stage of the procedure, in the event of an unsuccessful resolution

Benefits of Grievance Handling Procedure:

Benefits that accrue to both the employer and employees are as follows:1. It encourages employees to raise concerns without fear of reprisal.

2. It provides a fair and speedy means of dealing with complaints.

3. It prevents minor disagreements developing into more serious disputes.

4. It serves as an outlet for employee frustrations and discontents.

5. It saves employers time and money as solutions are found for workplace problems. It helps to build an organizational climate based on openness and trust.

Details of a grievance procedure/machinery may vary from organization to organization.

Effects of Grievance:Grievances, if not identified and redressed, may adversely affect workers, managers, and the organization.The effects are the following:

1. On the production:

a. Low quality of production

b. Low productivity

c. Increase in the wastage of material, spoilage/leakage of machinery

d. Increase in the cost of production per unit

2. On the employees:

a. Increase in the rate of absenteeism and turnover

b. Reduction in the level of commitment, sincerity and punctuality

c. Increase in the incidence of accidents

d. Reduction in the level of employee morale.

3. On the managers:

a. Strained superior-subordinate relations.

b. Increase in the degree of supervision and control.

c. Increase in indiscipline cases

d. Increase in unrest and thereby machinery to maintain industrial peace

CHAPTER IIIDATA ANALYSIS AND INTERPRETATION

TABLE 3.1 GENDERS OF RESPONDENTSGenderNo. of respondentsPercentage

Male1836

Female3264

Total50100

Source: Primary data

INTERPRETATIONTable 3.1 shows that the genders of the respondents are more female than male respondents because the company consists of more female staffs than male staff.

Percentage

FIGURE 3.1 GENDER OF REPONDENTS

TABLE 3.2 MARITAL STATUSES OF RESPONDENTSMarital StatusRespondents Percentage

Single1530

Married 3570

Total 50100


INTERPRETATIONTable 3.2 shows that Marital Status of respondents and it is high because 70% of the employees are married because most of the respondents are females.

Percentage

FIGURE: 3.2 MARITAL STATUS OF RESPONDENTS

TABLE 3.3 YEAR OF EXPERIENCE OF THE RESPONDENTSYear of ExperienceRespondents Percentage

Less than one year1632

One year2040

More than one year1428

Total50100


INTERPRETATION Table 3.3 shows that the year of experience of the respondents is mostly having one year experience. 40% of the employee are having one year experience.

Percentage

FIGURE 3.3 YEAR OF EXPERIENCE OF RESPONDENTS

TABLE 3.4 COMPLETELY SATISFIED WITH THE JOBCompletely SatisfiedRespondents Percentage

Strongly Agree1122

Agree1836

Neutral1122

Disagree612

Strongly Disagree48

Total50100


INTERPRETATION Table 3.4 shows that the level of satisfaction of employees towards their job 58% of employees are satisfied with their existing job because the organization can able to meet the satisfaction level of the employees.

Percentage

FIGURE 3.4 COMPLETELY SATISFIED WITH THE JOB

TABLE.3.5 AWARENESS OF GRIEVENCE REDRESSAL COMMITTEEAware of committeeRespondents Percentage

Strongly Agree714

Agree1734

Neutral1326

Disagree714

Strongly Disagree612

Total50100


INTERPRETATIONTable 3.5 shows that the employee awareness of grievance redressal committee 48% of the employees are aware of grievance redressal committee because the committee are actively participating for solving the grievance.

Percentage

FIGURE: 3.5 AWARENESS OF GRIEVANCE REDRESSAL COMMITTEE

TABLE 3.6 AWARENESS THE MEMBERS OF GRIEVENCE REDRESSAL COMMITTEEAware of Members Respondents Percentage

Strongly Agree918

Agree1632

Neutral1530

Disagree612

Strongly Disagree48

Total 50100


INTERPRETATIONTable 3.6 shows the employee awareness of grievance redressal committee member and 50% of the employees are aware of the committee members and remaining Percentage50% are not much aware of the committee members because the committee members are not much known by the employees.

FIGURE 3.6 AWARNESS OF GRIEVANCE AND REDRESSAL COMMITTEE MEMBERS

TABLE 3.7 AWARENESS OF MONTHLY MEETINGSAware of Monthly MeetingRespondentsPercentage

Strongly Agree24

Agree816

Neutral1428

Disagree1938


Total50100


INTERPRETATIONTable 3.7 shows the awareness of monthly meetings of the committee and only 20% of the employees are aware of monthly meetings. Majority of the employees (80%) are not aware of the monthly meetings because in the organization they are not conducting monthly meeting regularly.

Percentage

FIGURE 3.7 AWARENESS OF MONTHLY MEETINGS

TABLE 3.8 REAL BASIS OF THE PROBLEM IDENTIFIEDIdentifiedRespondentsPercentage

Strongly Agree1020

Agree1632

Neutral1326

Disagree510


Total50100


INTERPRETATIONTable 3.8 shows the real basis of their problem identified and 52% of the employees are agreed with that and remaining 48% of the employees are not agreed because employees are human beings all the time the management cant be able to meet all the needs of the employees.

Percentage

FIGURE: 3.8 REAL BASIS OF THE PROBLEM IDENTIFIED

TABLE 3.9 HIGHER AUTHORITY LISTEN THE GRIEVANCEListen the grievanceRespondentsPercentage

Strongly Agree1020

Agree1734

Neutral1326

Disagree816

Strongly Disagree24

Total50100


INTERPRETATIONTable 3.9 shows the range of higher authority is listen when the grievance is presented 54% of the employees are agreed because the higher authority always listen when employees present the grievance.

Percentage

FIGURE: 3.9 HIGHER AUTHORITY LISTEN THE GRIEVANCE

TABLE.3.10 IMPORTANCE GIVEN TO WHAT IS RIGHT RATHER THAN WHO IS RIGHTImportance givenRespondentsPercentage

Strongly Agree1530

Agree1632

Neutral1326

Disagree48


Total 50100


INTERPRETATIONTable 3.10 shows the importance given by the authorities what is right rather than who is right 62% of the employees are agreed because the employees are have the trust that the higher authorities are always given importance.

Percentage

FIGURE: 3.10 IMPORTANCE GIVEN TO WHAT IS RIGHT RATHER THAN WHO IS RIGHT

TABLE 3.11 ENSURE THAT THE RIGHT DECISION HAS ENDED UP IN SATISFACTIONEnsure SatisfactionRespondentsPercentage

Strongly Agree612

Agree1122

Neutral2142

Disagree510


Total 50100


INTERPRETATIONTable 3.11 shows the right decision are taken by the authorities 34% of the employees are satisfied and 42% of the employees are neutrally agreed because the higher authority ensure that the right decision has ended up in satisfaction.

Percentage

FIGURE: 3.11 ENSURE THAT THE RIGHT DECISION HAS ENDED UP IN SATISFACTION

TABLE 3.12 PROVIDE TEMPORARY RELIEF UNTIL THE RIGHT DECISION MADEProvidedRespondents Percentage

Strongly Agree48

Agree1632

Neutral1938

Disagree510


Total 50100


INTERPRETATIONTable 3.12 shows whether the authorities provide temporary relief provide until the right decision made and 40% of the employees are agreed with that because the higher authority provide temporary relief.

Percentage

FIGURE: 3.12 PROVIDE TEMPORARY RELIEF PROVIDE UNTIL THE RIGHT DECISION MADETABLE.3.13 MEMBERS ACTIVELY ENGAGE IN RESOLVING THE PROBLEMSActively Engage Respondents Percentage

Strongly Agree48

Agree2040

Neutral1632

Disagree612

Strongly Disagree48

Total50100


INTERPRETATIONTable. 3.13 shows the members are actively engage in resolving the problem and 48% of the employees are agreed because the members are actively participating in resolving the employees problem.

Percentage

FIGURE: 3.13MEMBERS ACTIVELY ENGAGE IN RESOLVING THE PROBLEMS

TABLE 3.14 DECISIONS ARE NOT SATISFACTORY ,GIVEN THE OPPORTUNITIES TO TAKE TO HIGHER OFFICIALSOpportunities GivenRespondentsPercentage

Strongly Agree510

Agree2040

Neutral1530

Disagree510


Total50100

Sources: Primary data

INTERPRETATIONTable 3.14 shows the decisions are not satisfactory, given the opportunities to the employees to take to higher officials 50% of the employees are agreed with that because the authority are given opportunities to take to higher officials it will improve the satisfaction level of the employees.

Percentage

FIGURE: 3.14DECISIONS ARE NOT SATISFACTORY, GIVEN THE OPPOTRUNITIES TO TAKE TO HIGHER OFFICIALS

TABLE 3.15 MATTER RELEVANT TO GRIEVANCE KEPT CONFIDENTIALKept Confidential Respondents Percentage

Strongly Agree714

Agree2142

Neutral1224

Disagree48


Total 50100


INTERPRETATIONTable 3.15 shows the matters relevant to grievance kept confidential 54% of the employees are agreed because the authorities are relevant matters of grievance kept confidential this will improve the satisfaction level of the employees.

Percentage

FIGURE:3.15 MATTER RELEVANT TO GRIEVANCE KEPT CONFIDENTIAL

TABLE 3.16 PROCEDURE FOR CONVEYING GRIEVANCE SIMPLE AND EASY TO UTILIZESimple and easyRespondents Percentage

Strongly Agree510

Agree1428

Neutral2244

Disagree510

Strongly disagree48

Total 50100


INTERPRETATIONTable 3.16 shows the procedure for conveying grievance is simple and easy to utilize and 38% of the employee are agreed and 44% of the employees are neutrally agreed that the procedure for conveying grievance is simple and easy to utilize.

Percentage

FIGURE:3.16 PROCEDURE FOR CONVEYING GRIEVANCE SIMPLE AND EASY TO UTILIZE

TABLE 3.17 SUPERVISOR GIVEN AUTHORITY TO TAKE NECESSARY ACTION TO RESOLVE THE PROBLEMGiven AuthorityRespondents Percentage

Strongly Agree36

Agree918

Neutral3162

Disagree36

Strongly Disagree48

Total 50100


INTERPRETATIONTable 3.17 shows whether the supervisor given authority to take necessary action to resolve the problem 24% of the employees are agreed and 62% of the employees are neutrally agreed that the supervisor given authority to take necessary action to resolve the problem.

Percentage

FIGURE:3.17 SUPERVISOR GIVEN AUTHORITY TO TAKE NECESSARY ACTION TO RESOLVE THE PROBLEMTABLE 3.18 PROPER RECORDS MAINTAINED ON EACH GRIEVANCE

Proper Records MaintainedRespondents Percentage

Strongly Agree510

Agree1734

Neutral2040

Disagree510

Strongly Disagree36

Total 50100


INTERPRETATIONTable 3.18 shows whether proper records are maintained on each grievance 44% of the employees are agreed because the authorities of the organization are maintaining records for grievance.

Percentage

FIGURE: 3.18 PROPER RECORDS MAINTAINED ON EACH GRIEVANCE

TABLE 3.19 NATURE OF WORK AND ENVIRONMENT MEET THE EXPECTATIONSMeet the ExpectationsRespondents Percentage

Strongly Agree1428

Agree1632

Neutral1122

Disagree510

Strongly Disagree48

Total 50100


INTERPRETATIONTable 3.19 shows the Nature of work and environment meet the expectations and 60% of the respondents are agreed because the organizational environment and nature of work meet the expectations of the employees.

Percentage

FIGURE: 3.19 NATURE OF WORK AND ENVIRONMENT MEET THE EXPECTATIONS

TABLES 3.20 GENERALLY KEEP COMPLAINTS TO EMPLOYEES ITSELFKeep Them selves Respondents Percentage

Strongly Agree48

Agree48

Neutral1428

Disagree1632


Total 50100


INTERPRETATIONTable 3.20 shows whether the employees are generally keep the complaints themselves and only 16% of the employees are agreed with that. The graph shows remaining employees are not like that they will not keep complaints with themselves.

Percentage

FIGURE:3.20 GENERALLY KEEP COMPLAINTS TO EMPLOYEES ITSELF

TABLE 3.21 FIND THE IDEAL SOLUTION WHERE BOTH PERSON EMERGE AS WINNERSIdeal SolutionRespondents Percentage

Strongly Agree24

Agree918

Neutral3264

Disagree36

Strongly Disagree48

Total 50100


INTERPRETATIONTable 3.21 shows whether the organization, find the ideal solution where both person emerge as winners and 22% of the employees are agreed with the statements and most of the employees are neutraly agreed.

Percentage

FIGURE:3.21 FIND THE IDEAL SOLUTION WHERE BOTH PERSON EMERGE AS WINNERS

TABLE 3.22 CONFLICT RESOLVING IS AN IMPORTANT FUNCTION FOR THE SMOOTH FUNCTIONING OF AN ORGANIZATIONImportant FunctionRespondents Percentage

Strongly Agree2142

Agree1938

Neutral612

Disagree24

Strongly Disagree24

Total 50100


INTERPRETATIONTable 3.22 shows the conflict resolving is an important function for the smooth functioning of an organization and 80% of the employees are agreed because the employees are aware of conflict resolving is an important function for the smooth functioning of an organization.

Percentage

FIGURE:3.22CONFLICT

Vani Project Final (1)

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