Greviance Handlind Iwp Report (2)

PROJECT REPORTON

GRIEVANCE HANDLINGININDIAN WOOD PRODUCTS CO. LTD

PREPARED BY

NAME MEENAKSHI GANGWARMBA-IIIrd Sem.

SUBMITTED TO

SHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENT

DECLARATION

I, MEENAKSHI GANGWAR declaring that all the information given in this project report is true and correct to the best of my knowledgeI am also declaring that all the work in this project is done by me

MEENAKSHI GANGWARShri Siddhi Vinayak, Institute of Management

PREFACEThere is a famous saying The theory without practical is lame andpractical without theory is blind.Grievance is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature.Human resource is an important part of any business and managing them is an important task.Summer training is an integral part of the student ofManagement. They have to undergo training session in a business organization for 6 weeks to gain some practical knowledge in their specialization and to gain some working experience.Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers.To the emphasis on practical aspect of management education the faculty of Shri Siddhi vinayak Institute of management has with a modern system of practical training of repute and following management technique to the student as integral part of MBA in accordance with the above obligation under going project in India wood product co. Ltd Bareilly. The title of my project is Grievance handling and mechanism ofEmployee in IWPCertainly this analysis explores my abilities and strength to its fullest extent for the achievement of organization as well as my personal goal.

MEENAKSHI GANGWAR

ACKNOWLEDGEMENT

Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one can make a simple expression of gratitude. Industrial training is an integral part of any MBA program and forthat purposes I had joined an industry named ltd , Bareilly.I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this challenging project in India woods products co. Ltd ,Bareilly. No amount of written expression is sufficient to show my deepest sense of gratitude to them.Grievance handling is an essential part of any business, in case people have been dismissed unlawfully so there has to be a structure and rules and regulations in place. Even in well-run businesses, it may sometimes be necessary to take disciplinary action against employees.So in essence it is vitally important to have written disciplinary rules and procedures in place in the workplace. If problems do arise, these procedures should help deter employees from making employment tribunal claims and ensure that you are dealing with employees as fairly as possibleThe rules and procedure with regards to grievance handling should be set out in writing, follow the good-practice principles set out accordingly and follow your areas code of practice on disciplinary and grievance proceduresIf you do not meet these criteria then it may lead to extra compensation for the employee if they succeed in a tribunal claim. You should by law inform each employee about a number of things including your disciplinary rules, your disciplinary/dismissal procedure and the name of the person to whom they should appeal if they are unhappy about a disciplinary or dismissal decision.There should be an employee's written statement of employment or the written statement may refer the employee to a document which is handed to everyone before employment. In cases that you do not provide this information to an employee and they succeed in another employment tribunal claim against you in a case of unfair dismissal, they could be awarded up to four weeks' pay.However, if you do decide to make your disciplinary procedure contractual and you fail to follow it when taking disciplinary action, the employee could bring something called a breach of contract claim against you.

TABLE OF CONTENTS

Preface (i)Acknowledgement (ii)Declaration (iii)

Chapter1 Introduction IWP (India woods product). 1.1.1 company analysis1.1.2 Profile1.1.3 Investors1.1.4 Quality assurance1.1.5 Products of IWP1.1.6 Processing1.1.7 Sale and distribution1.1.8 Financial background.

Chapter 2 2.1 Introduction of grievance handlingDefinition of GRIEVANCEObjectives of grievance..History of grievanceType of grievances 2.1.5 Causes of grievance 2.3 Statement of problem. 2.4 Objectives of problem. 2.5 Selection of problem. 2.6 Scope of study.

Chapter 3 Review of literature and hypothesis. 3.1 Review of literature 3.2 Hypothesis

Chapter 4 Research Methodology4.1 Area of study. 4.2 Populations. 4.3 Sampling. 4.3.1 Sample size. 4.3.2 Sampling method. 4.4 Sources of data. 4.5 Tools of collection of data. 4.6 Administration of Tool and collection of data. 4.7 Statistical methods used average mean.

Chapter 5 5.1 Analysis and interpretation 5.2 Tabulation

CHAPTER- 1

INTRODUCTION

Grievance handling is an essential part of any business, in case people have been dismissed unlawfully so there has to be a structure and rules and regulations in place. Even in well-run businesses, it may sometimes be necessary to take disciplinary action against employees.So in essence it is vitally important to have written disciplinary rules and procedures in place in the workplace. If problems do arise, these procedures should help deter employees from making employment tribunal claims and ensure that you are dealing with employees as fairly as possibleThe rules and procedure with regards to grievance handling should be set out in writing, follow the good-practice principles set out accordingly and follow your areas code of practice on disciplinary and grievance proceduresIf you do not meet these criteria then it may lead to extra compensation for the employee if they succeed in a tribunal claim. You should by law inform each employee about a number of things including your disciplinary rules, your disciplinary/dismissal procedure and the name of the person to whom they should appeal if they are unhappy about a disciplinary or dismissal decision.There should be an employee's written statement of employment or the written statement may refer the employee to a document which is handed to everyone before employment. In cases that you do not provide this information to an employee and they succeed in another employment tribunal claim against you in a case of unfair dismissal, they could be awarded up to four weeks' pay.However, if you do decide to make your disciplinary procedure contractual and you fail to follow it when taking disciplinary action, the employee could bring something called a breach of contract claim against you.

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an employee experiences about his job and its nature, about the management policies and procedures. It must be expressed by the employee and brought to the notice of the management and the organization. Grievances take the form of collective disputes when they are not resolved. Also they will then lower the morale and efficiency of the employees. Unattended grievances result in frustration, dissatisfaction, low productivity, lack of interest in work, absenteeism, etc. In short, grievance arises when employees expectations are not fulfilled from the organization as a result of which a feeling of discontentment and dissatisfaction arises. This dissatisfaction must crop up from employment issues and not from personal issues.Grievance may result from the following factors-a. Improper working conditions such as strict production standards, unsafe workplace, bad relation with managers, etc. b. Irrational management policies such as overtime, transfers, demotions, inappropriate salary structure, etc. c. Violation of organizational rules and practices

DEFINITION OF GRIEVANCEA grievance is a wrong or hardship suffered, which is the grounds of a complaint. A grievance may arise from injustice or tyranny, and be cause for rebellion or revolution.Grievances are defined as breaches of the collective agreement, custom and practice, the statute law, common law, natural justice or as any problem of a sufficient nature to cause a disturbance of the workplace equilibrium.

It is usually considered that a grievance moves to the dispute stage once a shop steward becomes involved in the process of grievance handling.

Bottom of Form

Grievance & Grievance Handling

Grievance: any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice to the management.

The manager should immediately identify all grievances and must take appropriate steps to eliminate the causes of such grievances so that the employees remain loyal and committed to their work. Effective grievance management is an essential part of personnel management. The managers should adopt the following approach to manage grievance effectively-

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 redressed. Examining the causes of grievance- The actual cause of grievance should be identified. Accordingly remedial actions should be taken to prevent repetition of the grievance. Decisioning- 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. An effective grievance procedure ensures an amiable work environment because it redresses the grievance to mutual satisfaction of both the employees and the managers. It also helps the management to frame policies and procedures acceptable to the employees. It becomes an effective medium for the employees to express t feelings, discontent and dissatisfaction openly and formallyGrievance handling Employers should set up proper mechanisms to deal with complaints of discrimination. Employers should take all complaints of discrimination seriously, conduct proper investigations into complaints and respond to the affected person in writing. Confidentiality should be observed and both the complainant and respondent should be treated fairly. Job applicants and employees are urged not to reach conclusions about decisions taken by employers in employment matters, without seeking clarification from the employer. Rather, if a candidate or an employee feels that he has been discriminated against, he should seek an explanation before escalating the issue further. This will give the employer an opportunity to explain his decision and clarify his position, or where necessary, take correct would be moreconductive to a positive long-term employment relationship.

Grievance handling is an essential part of any business, in case people have been dismissed unlawfully so there has to be a structure and rules and regulations in place. Even in well-run businesses, it may sometimes be necessary to take disciplinary action against employees.So in essence it is vitally important to have written disciplinary rules and procedures in place in the workplace. If problems do arise, these procedures should help deter employees from making employment tribunal claims and ensure that you are dealing with employees as fairly as possibleThe rules and procedure with regards to grievance handling should be set out in writing, follow the good-practice principles set out accordingly and follow your areas code of practice on disciplinary and grievance proceduresIf you do not meet these criteria then it may lead to extra compensation for the employee if they succeed in a tribunal claim. You should by law inform each employee about a number of things including your disciplinary rules, your disciplinary/dismissal procedure and the name of the person to whom they should appeal if they are unhappy about a disciplinary or dismissal decision.There should be an employee's written statement of employment or the written statement may refer the employee to a document which is handed to everyone before employment. In cases that you do not provide this information to an employee and they succeed in another employment tribunal claim against you in a case of unfair dismissal, they could be awarded up to four weeks' pay.However, if you do decide to make your disciplinary procedure contractual and you fail to follow it when taking disciplinary action, the employee could bring something called a breach of contract claim against you.

TYPES OF GRIEVANCES

1. WHERE DO GRIEVANCES COME FROM? For a real grievance to have occurred there must have been a violation of an employee's rights on the job. Also, it must have been the employer or one of his/her agents -- like a supervisor or manager -- who has violated these rights, directly or indirectly. If an employee makes a complaint that doesn't involve the employer in some way, you may still have to deal with it, but it won't be a grievance. Most grievances are "real" in the sense that we are sure the employer has violated some-one's rights; but this doesn't mean we will always win the case. We are limited by the con-tract, by our skills, or by how much union power we have. So a grievance can turn out to be no more than an "alleged violation" or even just a complaint. It's your job as a steward to decide which rights have been violated and so determine whether a grievance exists. Because most employees' rights are contained in the contract, this is the first place you look to see if there is a real grievance against the management. If the grievance is a clear-cut violation of the contract, it will be easy to prove provided you stick to your guns. If it involves an interpretation of the contract, it will not be so easy to prove. The kinds of grievances that may occur under the contract are:

a. Wage Grievance - failure to pay agreed rating including: Starting pay Automatic increase Merit increase Improper classification of job Employee wrongly classified Shift premium Vacation pay or bonus Call-in pay Improver incentive or piece rate b. Wage Inequities (usually handled through collective bargaining negotiations or through supplementary wage agreements) c. Unreasonable Rate of Production or Workload (Speedup) violation of time or production standard can be approached from the standpoint of a physical working condition or violation of principle of "fair day's work for fair day's pay." d. Assignment and Placement of Workers Improper transfer (violation of seniority clause) Improper promotion Improper allocation of work (as in overtime) Improper layoff or recall e. Disciplinary Action because of: Unreasonable rule Penalties without just cause Employees not properly notified of rule or penalties Reprimand (recording warning) Disciplinary layoffs Discharge f. Physical Working Conditions unsafe or unhealthy working conditions (could be a violation of provincial, state or federal safety laws or workplace rules). g. Supervisory Practices Abuse of authority Intimidation or coercion Over-supervision (snooping) Inadequate supervision (failure to instruct properly) Supervisor working on bargaining unit jobs Discrimination Favoritism h. Personal Rights and Privileges Leaves of absence Failure to accord equal treatment (discrimination)

i. Violation of Union Rights Failure to give proper representation (no steward working overtime) undermining the union undermining grievance procedure j. Other Contract Violations some contracts may contain clauses not covered by the above lists But, unless your contract limits grievances to items covered in the collective bargaining agreement, some grievances are outside the contract. These are:

Violation of federal or provincial or state law

Here you might have the option of filing a grievance or going to the appropriate government agency to get redress. If advice from your chief steward or local union business representative is inconclusive, go ahead with both. Past practice in the workplace This can be the basis for a grievance, particularly in areas where the contract is si-lent or unclear, where a past practice has been violated by the management, an employee may have a real grievance. But, to be considered a past practice, the circum-stances must have been repeated over an extended period of time; accepted explicitly or implicitly by both workers and management, e.g., by verbal agreement or in writing, without either side formally objecting; or while violating the contract, neither side has demanded that this part of the contact be enforced. Failure of management to live up to their responsibilities, particularly over health and safety conditions Employer's rules These can be made and changed as long as they are consistent with the contract. But, while they are in existence, they cannot be violated by either side and so they can be the basis for a grievance.

2. WHO IS AGGRIEVED?

Summary: we can classify grievances according to where they come from and how they arise, but we can also look at them according to who is affected. Individual grievances Most grievances affect only a single individual. Even so, you as a steward should be filing the grievance, not the employee on her/his own (if the contract permits it). It is in the interests of everyone in the union that the grievance is handled properly, bearing in mind the interests of the union as well as the griever. And, when an individuals rights have been violated and he or she refuses to file a grievance, you should file the grievance on behalf of the union -- especially if the contract specifically permits it. In this way, you will defend the collective bargaining agreement and protect the rights of all employees covered by it. The management's argument that you cannot file an individual grievance on behalf of the union is invariably false. Group grievances This is where several employees have the same complaint. Usually you file the grievance on behalf of the group (who must be clearly named or defined) though there is nothing wrong with filing a series of individual grievances dealing with the same issue. Union grievance or policy grievance Exactly what your rights are and exactly what these grievances are called depends on the language used in the contract. These two types of grievances usually mean the same thing. The union grievance is one that is filed by the union on behalf of a group of individuals or the whole bargaining unit -- or on behalf of an individual who refuses to file it. Invariably, a union grievance is one in which the union considers its rights to have been violated, and not just the rights of individuals in the bargaining unit. Again, you might find the expression "general grievance' used and it might mean un-ion grievance, policy grievance, or group grievance, depending once more on the language used in the contract.

3. GRIEVANCE AND ARBITRATION Almost all OPEIU contracts contain a section which gives the union the right to process a grievance to final and binding arbitration. If the employer ignores the grievance by not giving an answer as required by the collective bargaining agreement, then the union may advance the grievance to the next stage, and the next, until the issue is either before an arbitration board (in Canada) or arbitration is invoked by a court (in the U.S.). 4. WHEN IS A COMPLAINT NOT A GRIEVANCE? If the management has not violated anyone's rights, there is no grievance. But, there may be a real complaint, and if you are a good steward you will deal with complaints as seriously as you would a grievance. Here are some types of complains: Personal troubles and requests for advice You will often find that people want to confide in you. Treat them sympathetically; try to help them and keep confidences strictly to yourself. Complaints about fellow workers These need a lot of tact, diplomacy and moral authority on your part. This sort of complaint becomes a grievance if management gets involved when it shouldn't, ac-cording to the contract or past practice -- or it doesn't get involved when it should. Complaints about government agencies and local bodies Complaints against management not covered by the contract There may be cases you have to face which do not involve an injustice, do not vio-late past practice and are not covered by the contract. It still may be possible to remedy these complaints by informal discussions between the union (you) and the employer. Borderline cases You should seek advice from the chief steward or the grievance committee or your local business representative before taking these up as grievances. Report back to the person complaining as soon as possible, explaining what you are doing and why. Complains against the union It is up to you to explain to the complainer what his or her rights are under the rules and constitution of the local and international union.

5. THE NEGOTIATED GRIEVANCE PROCEDURE

Every negotiated agreement (contract) has a negotiated grievance procedure. The grievance procedure can be set forth in the contract in many ways. However, most procedures Follow a basic course from information to formal presentation with arbitration being the last recourse in most agreements. The grievance procedure provides for judicial review of any action taken by management that has impact on the employees covered by the negotiated agreement. Without a grievance procedure employees would have no internal process available for ensuring their right to justice on the job. The alternative to this procedure, group action or courts of law, is of-ten costly, time consuming and insensitive to unique problems within an industry. There-fore, the grievance procedure provides a more effective means of redressing employee problems.

7. RECORDING THE GRIEVANCEWhen an employee comes to you with a complaint you should always make a note for your files listing the person, problem, date, supervisor and workplace. Also you should request the employee to write down the facts and keep an ongoing log of events that take place pertaining to the complaint. This is a safeguard in the event the complaint becomes a le-intimate grievance and proceeds through the various steps of the grievance procedure. Trying to recall times, places and actions from memory is highly ineffective in grievance handling. Should you fail to settle the grievance at the first, informal step, the union will need these records in drafting the formal grievance statement. It is important for the union to keep records of grievances handled at the informal step, so send your documentation to your union representative if it is resolved. A complaint formally enters the grievance procedure when it is presented in writing. The steward, who normally has the responsibility for submitting the grievance for writing to the union, should do so only after completing Step I of the grievance procedure. When submitting the grievance to the union the steward should check carefully to make sure the Six W's - WHO, WHEN, WHERE, WHY WHAT and WITNESSES of the grievance form are covered. WHO: Refers to the employee filing the grievance and the supervisor (if any) involved. WHEN: Refers to the time element. Often information regarding more than one date is needed to complete the form properly: (1) the date on which the grievance is officially written; (2) the time and date on which the grievance actually happened; (3) the date on which the grievance was submitted to the immediate supervisor (first or informal step of the grievance procedure); and, (4) the date on which the immediate supervisor gave a decision. WHY: Refers to the reason the complaint is considered a grievance. The WHERE and WHY are described under the section "Statement of Grievance" and must be clearly stated to obtain a clear picture of the facts. It is important to remember that it is possible to have a legitimate grievance without being able to point to a violation of a specific clause of the contract. WHAT: Refers to what should be done about the grievance - the corrective action desired and what adjustment is expected. WITNESSES: If a particular incident took place which gave rise to the grievance, the names of any witnesses who say what occurred should be listed on the grievance form. This should include the address and phone number of all witnesses. Both the employee and the steward should sign the grievance form. The employee's signature verifies the facts of the grievance.

8. UNDERSTANDING THE QUALITY OF INFORMATION

As you begin to investigate a grievance you will realize that the information you gather usually falls into two categories: A. specific measurable information; and, B. non-specific or immeasurable information. Both types of information will surface; however, non-specific information has little use in grievance handling. The following is a list of various types of specific information that frequently has impact on grievances. Also given is the method of measuring this information.

Major causes of grievancesThe major causes of grievances have been discovered to be:1. Loose, faulty or ambiguous contract language2. Management strategy to undermine the union3. Union strategies4. The prevailing social and political environment5. Historical factors6. Faulty systems7. Lack of appropriate codes and processes.Investigating a grievance

Grievance handling requires investigative skills and skills of advocacy. One of the major issues in the investigation is to determine what the breach of the employees right is.

Once it is established that a breach has occurred, then a report should be prepared based on the use of the five was:1. Who were involved?2. When did the breach occur?3. Why did the breach occur?4. Where did the breach occur?5. What happened?It is usually agreed that action will not be taken on any breach until the full grievance procedure is utilized, giving the person whose right has been breached, and full opportunity to ventilate concerns.

A grievance procedure should provide a formal framework, setting limits on the arbitrary exercise of management authority and power.

GRIEVANCE HANDLING PROCEDURE1. The person aggrieved raises the issue with the immediate supervisor;2. Failing settlement, the matter is referred to a manager;3. Failing settlement, the aggrieved workers can refer the issue to the shop steward;4. The shop steward or delegate can enter the case and request a meeting with the manager or someone from the personnel or human resource department;5. Failing the above, a senior trade union official can intervene;6. Failure at the domestic level can lead to a third party intervention eg an employers federation (in some countries eg Trinidad and Tobago, Antigua and Barbuda and Jamaica, there are industrial courts or industrial tribunals);7. The final stage is conciliation or arbitration.Grievance handling requires skills of advocacy and can be considered to be semi-judicial in nature.The grievance handler should try to set time limits for the resolution of grievances, should ensure that the person to make the decision on the grievance is competent to decide and free of bias, and should develop a menu of solutions- a variety of options to decide on the outcome.

Discipline

Discipline is a control mechanism employed to ensure compliance with organizational objectives. It is used to control those who deviate from performance and behavioral standards.

There are three stages in the development of a disciplinary process:1. legislative2. administrative and3. Interpretive.Trade unions should be involved in the legislative stage, to ensure that the disciplinary code that is devised is acceptable. They must be involved at the administrative and interpretive stages to ensure that workers are treated fairly.

In developing a disciplinary code, there are usually two approaches. The code can be seen as punitive. Alternatively, it can emphasize a corrective and developmental approach.

Most codes distinguish between infractions which constitute minor misconduct, and which will attract verbal or written warnings, as against gross or serious misconduct which may attract severe discipline including summary dismissal

DismissalDismissal is the ultimate sanction and is seen as retributive. Dismissal can be with notice; it can also be summary, without notice or payment in lieu of notice; or instant, but may include pay in lieu of notice.Constructive dismissal relates to a situation where an employee is unable to perform a job function through employer obstruction.

Dismissal is considered to be fair where there is clear evidence that the employee:1. Is incapable of performing the job through lack of qualification, capability or health;2. conducts himself/herself in such a way as to breach the contract of employment;3. is redundant;4. Contravenes the law in such a way as to make continued employment untenable.When addressing the fairness of the punishment, questions should be raised on:1. Were proper procedures followed?2. Were similar breaches condoned in the past?3. Was all admissible evidence allowed?4. Was the dismissal for an admissible reason?5. Did the offence or the employees record justify dismissal as a suitable sanction?Punishments

Except for cases where the total sanction of dismissal is required there are several lesser punishments such as warnings, transfers, demotions, fines and deductions from pay, which can help to keep the employee on the payroll.

Where dismissals are shown to be unfair, demands can be made for reinstatement, or re-engagement, or for compensation.

Redundancy

Redundancy occurs where changes in the organization results in the displacement of labour or changes the nature of work significantly.

The legal definition of redundancy usually relates to situations where:1. The employer ceases to carry on the business, and the business closes in the place where the employee was employed2. Requirements of the business have ceased or diminished or are expected to cease or diminish for a variety of reasons - natural, economic or technological.Some countries have provided legislation to deal with redundancies where others have not. Whether or not the law provides for redundancy, trade unions should negotiate such provisions within collective agreements.

The modern period is witnessing mergers, amalgamations, buyouts and other strategies which create conditions for redundancies.

The trade union should try to create an environment where workers employment is protected. At the same time, it should provide for those who do not wish their services to be transferred from employer to employer in a unilateral way.

There are three main phases for trade union involvement in redundancy situations:1. Where it is anticipated that redundancies will occur, it should be discussed, along with possible alternative approaches. There must be a determination of manpower needs.2. Once it is decided that redundancy is inevitable, there should be agreement on the selection of employees to be made redundant, the level of compensation to be paid, and the provision of assistance to redundant employees.3. Finally, the individual employee targeted for redundancy must be notified and counseled in a sensitive and mature manner.

GRIEVANCE HANDLING SYSTEM

PREAMBLEThe philosophy of our group is to provide a working environment to its employees in which congenial working conditions through mutual trust and good faith are fostered and a mechanism for speedy redressed of grievance are available to all so that the employees are able to contribute their energies towards the growth of the company with their own growth.TITLEThis procedure is called IWP Grievance Handling System AIMS & OBJECTIVESThe objectives of the schemes are:1. Foster employees well being2. Provide a systematic mechanism for Grievance Redressed at every level of the organization. SCOPEThe scope of the scheme is confined to individual grievances only arising out of working conditions and implementation of the policies/rules or decisions of the Company.DEFINITIONEmployees for the purpose of this scheme would mean any person who is on the permanent roll of the company.PROCEDURE OF REDRESSALSTAGE - 1The aggrieved employee shall inform the nature of the grievance in writing giving the fact of the case in complete details to his immediate Superior. (FORM-1)The Superior concerned shall settle the grievance with in 03 (three) days of receipt of the written grievance.

In case he is not able to settle the grievance, he shall inform the Department Head and also to the concerned employee accordingly.In case the immediate superior is an involved party in the grievance, the grievance may be submitted in writing to the Department Head. STAGE-2The concerned Department Head shall examine the grievance and take necessary steps for redressed of the same with in 04 (four) days of receipt of the grievance. In case he is not able to settle the same, he shall forward all necessary information to Personnel Department and inform the same to the concerned employee. (FORM-2).

STAGE-3The Personnel Department shall look in to the grievance and take appropriate steps for redressed of the grievance with in 07 (seven) days, taking all the aspects in to consideration.. In case the grievance cannot be settled by the Personnel Department, the same will be referred to the Grievance Redressal Committee and the concerned employee shall be informed of the same. (FORM-3)STAGE-4The Grievance Redressal Committee consists of the following members:a). Unit Chiefb). Technical Headc). Production Headd). Engineering HeadThe Grievance Redressal Committee will attempt to settle all grievances referred to it through complete participation and cordiality. The decision of the Committee will be by consensus and not by voting. To the extent possible, the Committee will resort to counseling approach in settlement of grievances to ensure the complete satisfaction of the aggrieved employee. However, if no consensus is feasible on any of the grievance, records of the entire proceedings will be sent to the Sr. President for final decision.

The Committee may have any number of hearings as considered necessary, for settlement of a grievance. However, such hearings should be speedy and should conclude at the earliest.The Committee will meet at least once in a month, to settle all the pending grievances expeditiously. During each of its meetings, the Committee will attempt to consider all the grievances referred to it up to one week before the meetings. The proceedings of all meetings of the Committee will be duly signed by the members present. The decision of Committee will be communicated to the employee within two days of the last meeting on the grievance.In case it requires any policy decision, the matter will be referred to the Sr. President whose decision is final and binding on the concerned employee. APPEALIf even-then the aggrieved employee is not satisfied with the decision at any of the stages mentioned above, he may appeal to the higher stage. The final appellate Authority is the Sr. President, whose decision is final and binding on the concerned employee.GENERAL1. No aggrieved employee will take up his grievance to channels / levels other than provided for in the procedure either during the pendency of the grievance in any of the stages or without first completing the recourses to the provisions of the procedure.2. No grievance arising out of any decision of any Enquiry Officer or resulting from any disciplinary proceedings will be entertained under the scheme.3. The employee must report the grievance in writing giving the facts of the case in Complete details.4. In the first instance the grievance should be settled at the lowest level i.e. the employee should raise his grievance with his immediate superior.5. It should be made clear to the employee that he may appeal to the higher-ups, if he does not get satisfaction from his immediate superior. He should know who is the next person in the company hierarchy to whom he should refer his grievance.6. The grievance should be speedily dealt with -time frames must be strictly adhered to. 7. Necessary forms will be available in the Personnel Department.

FORM - 1(TO BE GIVEN TO IMMEDIATE SUPERVISOR)

NAME :DESIGNATION:EMPLOYEE CODE:DEPARTMENT:

NAME & DESIGNATION :OF REPORTING AUTHORITY------------------------------------------------------------------------------------------------------------NATURE OF GRIEVANCE:

VERDICT BY IMMEDIATE SUPERIOR:

REASON FOR BEING NOT SATISFIED:

DATE: SIGNATURE:

FORM - 2(TO BE GIVEN TO HEAD OF THE DEPARTMENT)NAME :DESIGNATION:EMPLOYEE CODE:DEPARTMENT:

NAME & DESIGNATION :OF REPORTING AUTHORITY

NAME OF H.O.D.:NATURE OF GRIEVANCE:

VERDICT BY IMMEDIATE SUPERIOR:

REASON FOR BEING NOT SATISFIED:

DATE: SIGNATURE:

FORM - 3(TO BE GIVEN TO GRIEVANCE REDRESSAL COMMITTEE)

NAME :DESIGNATION:EMPLOYEE CODE:DEPARTMENT:NAME & DESIGNATION :OF REPORTING AUTHORITYNAME OF H.O.D.:------------------------------------------------------------------------------------------------------------NATURE OF GRIEVANCE:VERDICT BY IMMEDIATE SUPERIOR:REASON FOR BEING NOT SATISFIED:VERDICT GIVEN BY THE HOD :REASON FOR BEING NOT SATISFIED:

DATE: SIGNATURE:

Benefits of having Grievance procedure:

The grievance procedure provides a means for identifying practices, procedures, and administrative policies that are causing employee complaints so that changes can be considered.

They reduce costly employment suits.

A grievance procedure allows managers to establish a uniform labor policy.

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

SELECTION OF PROBLEM

When I joined the training in IWP (India Woods product bly). I was allotted the project of grievance handlingBefore working on it I think that it is very simple project but when I started to go through it, I realized that it is not so simple as I think.Grievance are their in every organization but to get rid from it this is very necessary to know what types of grievance are their.Grievances are their of many kinds and the problem is that how and what should be the method to decrease these grievances so that org. can run calmly and every employ should satisfy with their work.

FORMULATION OF PROBLEMThis project is given to me by ANAND Sir and in this report I had described about the grievances in the org. why these grievances are there. And from where that come from and how should the org can get rid from so that org can run properly and in well condition. In each and every the problem of grievance is at the top level, here in IWP I saw grievances at very high level. Employ is different from other in many ways like behavior, manner, working style and many more. So the grievances are decided, each one of them is not satisfied by each and every condition in the org.Grievances are of many kind and everyone is facing grievance some because of working condition and some of the timing schedule, thats why grievances are of many kind and it is very important to get rid from it and it is very necessary for the employees that they should get right decisions and partiality should not be done in giving them justice.

NEED OF STUDYEmployees differ as individuals, in their needs, expectations and behavior. When theirneeds are not satisfied or their objectives are not achieved, the result the employees satisfied and motivated, all the time.In each and every working org. the problem of grievance is there. And how to get rid from it, it is very necessary thats why it is very important to study about the problem.In IWP (India woods product) the problem of grievance is high so it is very necessary to study about it and to know the reason why and from where tis grievance come from.Effective methods for the grievance handling should be made so that the problem of grievance should decrease and the org should not suffer this kind of problem again.

OBJECTIVES OF GRIEVANCE

PRIMARY OBJECTIVETo study the effectiveness of grievance handling mechanism.

SECONDARY OBJECTIVE

1. To identify whether the employees are aware of the grievance handling mechanism.

2. To identify whether the grievance handling system leads to a favorable attitude towards the management

3. To identify that the grievance handling system leads to a mutual understanding between workers and the management

4. To know the level of satisfaction towards the grievance handling procedure of the organization

5. To identify the factors influencing the effectiveness of the grievance handling in the organization

6. To examine the rights and responsibilities of employee

7. To focus on the role and process of grievance handling

8..To develop an understanding of the role of discipline in9. To examine redundancy and termination issues.

Rights and Responsibilities of employees

A right can be considered as a just or legal claim to title, that which is due by law, traditionor nature. A responsibility is a duty, an obligation or a burden.

Trade union rights enjoyed by workers derive from a multitude of sources, including international conventions, national constitutions, statute law, the collective agreement,custom and practice, and the common law.

At the same time, workers have responsibilities which derive mainly from the contract.

The main responsibilities of employees are summarized below:1. To perform his/her work with reasonable skill.2. To exercise reasonable care in the performance of his/her duties3. To serve his/her employer with good faith4. To protect his/her employers confidential information.5. To account for his/her employers property placed in his/her charge6. To be willing and ready to serve in his/her job function.7. To indemnify his/her employer for damage or injury for which the employer becomes liable to a third party as a result of the employees failure to exercise reasonable skill or take reasonable care.

CHAPTER-2

REVIEW OF LITERATURE AND HYPOTHESISA common criticism of grievance procedure research is the lack of theoretical grounding for much of the research done prior to 1985. Several earlier reviews of the grievance literature raised the challenge of improving on the theoretical aspects of grievance research. This review focuses on the grievance procedure research published in the past decade with specific attention on the application (or lack thereof) of social science theory to grievance research. We also make recommendations on the direction that we feel grievance research should take in the future to further improve on the theoretical content of grievance research.The focus of this review is limited to the usage and operation of grievance procedures, and excludes the subsequent impact of grievances on organizational performance and the behavior of individuals. We also exclude nonunion grievance procedures which have been recently reviewed elsewhere (Peterson, 1992; Feuillet & Delaney, 1992), and alternative procedures, such as peer review systems.We considered many alternatives, but decided to organize our review of grievance procedure research in chronological order following the "life" of a grievance. The first two sections of the paper briefly review past reviews and make several general observations about the role of theory in grievance procedure research. Then we proceed through the grievance process, starting with givable events and grievance initiation, and ending with post settlement experiences. We conclude with a summary of social science theories which have been applied to grievance research or which we believe could be useful for future research.

Several reviews of grievance procedure research were published in the mid to late 1980s (Gordon & Miller, 1984; Labia & Greer, 1988; and Levis & Peterson, 1988, chap. 2). This review article will focus on grievance research published over the decade since, but several of the main points and recommendations from these previous reviews will be discussed in this section.

REVIEW OF LITERATUREThe correlates of grievance initiation are described within the context of categories of relevant factors suggested by the literature. The categories include environmental, management, union, union-management interaction, and employee factors. In the environmental category, the literature indicates that technology effects provide substantial promise for the explanation of grievances. Several important correlates of grievance activity are described in each of the other categories. Suggested methodological improvements for future research include expanded sets of control variables, multiple industry data sets, greater attention to grievance types, and the use of causal analytical techniques in longitudinal studies. Future research should provide a better understanding of the effects of several variables, including technology, methods of grievance resolution, workgroup cohesion, and fair representation requirements. It should also identify relationships that are specific to different issues. cohesion, and fair representation requirements. It should also identify relationships that are specific to different issues.

REVIEW OF LITERATURE GRIEVANCE

Grievance is any discontent or dissatisfaction that affects organizational performance. Assuch it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction ofemployees 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 inthe organization. The formal mechanism for dealing with such workers dissatisfaction is called grievanceprocedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation andproductivity. A grievance procedure is necessary in large organization which has numerouspersonnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization. The usual steps inGrievance procedures are

1. Conference among the aggrieved employee, the supervisor, and the union steward2. Conference between middle management and middle union leadership.3. Conference between top management and top union leadership.4. Arbitration there may be variations in the procedures followed for resolving employee grievances. Variations may result from such factors as organizational or decision-making structures or size ofthe plant or company. Large organizations do tend to have formal grievance procedures involving succession of step

CHAPTER-3

AREA OF STUDYINDIA WOOD PRODUCT

1 BackgroundThe Indian Wood Products Co. Ltd. was promoted by Mr. H.N. Gladstone, Mr. H. Bateson, Mr. E.H. Bbray of London and Others in the year 1919. The Company was limited by shares under the Company's Act, 1913 with the sole object to manufacture Katha and Cutch at Izzatnagar, Bareilly (UP) India. The manufacturing activities started in 1920 and the Board of Directors appointed M/s. Gillianders Arbuthnot & Co. Ltd., as the Managing Agents who would look after the daily activities of the company. Up till 1962, the company was under the Director of Industries, Kanpur (UP) and it was only in 1963 that the company was granted an Industrial Licence by the ministry of Commerce and Industry. With the abolition of Managing Agency System by the Companies Act, M/s. Gillanders Arbuthnot & Co. Ltd. ceased to act as the Managing Agents of the Company. Thereafter the control and management of the company vested with the Board of Directors consisting of Directors of Gillanders Arbuthnot & Co. Ltd., and their associate companies. In 1980 the present management acquired the controlling interest in the Company by transfer of share.At present, Mr. K.K. Mehta (Chairman) control the entire operations of the company and deputed at the registered office of the company whereas Mr. K.K. Damani (Executive Director) resides and deputed at works supervise and control the entire operations and productions of the Company. However the total supervision and strict control rests with the Board of Directors of the company.Key ExecutiveK.K MehtaChairman

Bharat MehtaDirector

R.P ChetaniDirector

S.K MahesvaryDirector

V.K MahesvaryDirector

1.1.1 Company AnalysisAccording to the Individual - Audited financial statement for the Year of 2011, total net operating revenues increased with 8.34%, from INR 58.78 tens of millions to INR 63.68 tens of millions. Operating result increased from INR 2.84 tens of millions to INR 3.57 tens of millions which means 25.70% change. The results of the period increased 30.11% reaching INR 1.21 tens of millions at the end of the period against INR 0.93 tens of millions last year. Return on equity (Net income/Total equity) went from 9.78% to 15.80%, the Return On Asset (Net income / Total Asset) went from 4.27% to 5.41% and the Net Profit Margin (Net Income/Net Sales) went from 1.58% to 1.90% when compared to the same period of last year. The Debt to Equity Ratio (Total Liabilities/Equity) was 291.78% compared to 229.02% of last year. Finally, the Current Ratio (Current Assets/Current Liabilities) went from 2.28 to 2.62 when compared to the previous year.

1.1.2 Profile

The Indian Wood Products Co. Ltd. established in 1919 is a Pioneer manufacturer of Katha (Catechu) and Cutch.Company:The Indian Wood Products Co. Ltd.

Registered Office:9, Brabourne Road, 7th floorKolkata 700001,West Bengal, India.

E-mail (H.O.):iwpcal1@cal2.vsnl.net.in

Telephone:(+91-33) 22424749/4752, 32523820

Fax:(+91-33) 22426799

Chairman:Mr. Krishna Kumar Mehta

Executive Director:Mr Krishna Kumar Damani

Secretarial Officer:Mr. A.K. Acharya

Works:Izatnagar, Bareilly (U.P.),Pin Code- 243122, (India)

Telephone:(+91-581) 441092 / 446192 / 443544 / 443322

Fax:(+91-581) 440846

E-mail (Works):iwpbrly@iwpkatha.co.in

Sales Office:284/85, Katra Peran, Tilak Bazar Khari Baoli, Delhi 110006Phone: (+91-11)23940092, 23920092E-mail: sales@iwpkatha.co.in

Marketing Head:Mr Rajiv Mundhra

Registrar & Share transfer agent:NICHE TECHNOLOGIES PVT. LTD.D-511, Bagree Market71, B R B Basu Road,Kolkata- 700001Phone: (+91-33)22357270/7271/3070Fax: (+91-33)22156823

ISIN No.:INE586E01012

1.1.3 Investors

Financial ResultFinancial highlights for the financial year ended March 2011Particulars(Rs. in Thousand)

Paid-up Capital10,773

Reserves & Surplus 95,107

Profit Before Tax17,597

Profit After Tax12,079

Dividend10%

Earning per share11.59

1.1.4 Quality Assurance & ResearchAchieving ultimate customer satisfaction is the prime outlook of IWP. To materialize this, the organization has adopted stringent quality control tests from intermediate stages of input of raw materials till output of finished products. To achieve this, we have qualified team of 20 engineers & chemists who monitor the operation and the quality. We are well equipped with laboratory facilities and modern equipments such as HPTLC, GLC, Polari meters, TLC, Spectrophotometer, Moisture meter, Hygroscopes besides Kjeldahl extractor etc. The company also owns a research lab having plant & equipments for Pilot Plant scale research for improving quality & research.

1.1.5ProductsProductsOther namesAnnual Production Capacity

CatechuBlack Catechu, Katha600 M.T.

CutchVegetable Tanninc1200 M.T.

CatchingFlavanols, cyanidols300 M.T.

A. Catechu(A.1) Manufacturing Process: Good quality of Khair Tree (Acacia Catechu) is procured from various parts of India. Each log is manually stripped & made free from Sapwood. The heartwood is mechanically chipped into small pieces and cooked under pressure. The liquor obtained contains Catechu which is concentrated in multistage evaporator. On chilling the concentrated liquor crystals of Catechu are produced. Crystals are carefully filtered in controlled conditions. The filtered mass is mashed and cut into Biscuits and slowly dried at low temperatures.(A.2) Specifications: Commercially the Catechu (Katha) is valued on the basis of its texture, paste value (8-10 times) and smell. However, detailed analysis of a typical sample is given below:

a) loss on drying% by weight,14 16

b) Catechin% by weight,

c) Matter insoluble in rectified spirit,% by weight,10 15

d) Total Ash% by weight Max.2.0

e) Acid insoluble ash% by weight Max. 0.5

f) Paste value(in terms of water retention)9 times

(A.3) Uses of Catechu: It is traditionally being used as mouth freshener with Betel quid in India. The new generation of mouth fresheners, like Pan Masala deploys Catechu as chief ingredient with Areca nuts and sometimes with chewing tobacco. Catechu is an astringent and has distinct bitterness followed by cool-sweetness. It also finds use as flavoring agent in condiments, ice-creams, candy, beverages etc. Since ages, the medicinal uses of catechu are well known. It finds major use in treatment of diarrhea, dysentery, ailments of mouth, gums, tonsils etc. Many new uses of catching (which are the natural chief ingredients of catechu) like antioxidant, skin care, anti-diabetic, anti-inflamatory are reported. (A.4)Packing of the productPackingsPrimarySecondary

Pouch Box100 gm./each.1kg./each10 kg. Corrugated Box20 kg. "

Pan Paste (ready to use) powder100 gm./each50 gm./each in Metal Container10 kg. "10 kg. "

Power (Bulk)20 kg20 kgs. "

B. Cutch(B.1.) Manufacturing Process: The supernatant liquor obtained on filtration of Catechu is concentrated in multiple effect evaporator till the semi solid condition is achieved. It is directly packed in suitable packings.(B.2.) Specification: The cutch has dark colour and rich in Vegetable Tannins. A typical analysis is given below:W / W %

a. Moisture, max12

b. Tannins, min60

c. Catechins, min30

d. Insoluble in boiling water, max05

(B.3.) Uses: Cutch is a natural source for Tannins (for tanning of leather). It creates variety of colors with metals and are useful as dyeing agent for natural fibers. It is also used as a mouth freshener. Medicinal uses similar to catechu are also known. It has application in Oil-drilling, Printing ink-pigments, adhesives etc.

(B.4) PackingsPrimarySecondary

Block50 kgs50 kgs in Wooden Case wrapped in hessian bag

Slab3.125 kgs25 kgs in wooden case wrapped in hessian bag

Catechins(C.1) Manufacturing Process : We offer Epi-catechins (L & DL type) from Acacia Catechu and D- Catechins by solvent Extraction of Gambier. We can also offer Gambier alkaloids (like Gambir Tannine, Oxo-gambir tannine etc.) Shortly we shall introduce Tea-catechins (Epi-gallo Catechins).(C.2) Specification: In view of rapid transformation of L-Epi catechin to its isomers, at present we can offer limited quantity of 85% pure Epicatechins (L&DL). High purity (99%+) D-Catechins (Hy-drate), are being used by local manufacturers of mo uth-freshener.(C.3) Uses : Both Epicatechins & D-Catechins have demonstrated uses as Antioxidant. It has also proved efficacy in treatment of Acute viral hepatities, and as Anti-diabetic, Anti inflamatory, Anti-Dirrhoea, Anti-dysentry, Chemo-preventor etc. It is also traditionally used for treatment of Gums & Tooth and skin ailments.1.1.6 ProcessingKattha is produced after processing Khair wood which takes a period of about 40-45 days. Firstly upper layer of the Khair wood is removed at the Kattha producing factories. Then inner hard wood is cut into small chips and boiled in water at about 102 C. Thus another liquor is prepared which is made thick by evaporation process. It is put into aluminium containers which are put into chillers. By this process thick liquor is formed into crystals and this crystallised and freezed liquor is filtered through vacuum filter. By this process water of the crystallised and freezed liquor is sucked. Thereafter the substance so recovered is mashed to make it uniform and given shape of about 1.5 milimetre thick plates. These plates are pressed by Hydraulic press to remove further water contents. Thereafter these plates are cut into 2" x 2" cakes. These cakes are dried in dehumidifier for about 15 days. Again these cakes are put in room through which normal air is passed for about 5 days. The mill Kattha so obtained by the above process is eatable and marketable item and not a forest produce within the meaning of Section 2(4) of the Indian Forest Act. Thus for its transit no pass is required and in fact the petitioner company had never required such a transit pass. The petitioner company sells its mill Katha to whole salers and retailers all over India and if at each stage a transit pass is required from the Forest authorities then it will cause immense difficulty and in fact bring the business of the petitioner unworkable and to a halt. There is vast difference between cottage industry Kattha and mill Kattha. The cottage industry kattha is made generally in the forest by the process of boiling of khair wood in Bhattis whereas mill kattha is manufactured by a complex mechanical process in a factory situated in town, and not forest. Their contents are also very different -- the cottage industry kattha contains tannin, whereas the mill kattha contains more of catechu; mill kattha can be used directly in betels while the cottage industry kattha cannot be so used.

1.1.7 Sale and distribution The sale and distribution of Khair wood is completely controlled by the U.P. Forest Corporation, which allots it its registered units including the petitioner. U.P. Forest Corporation issues gate pass (appending gate pass dated 27-1-1996 as Annexure 4) when Khair woods are lifted from its depots. A transit pass (appending transit pass dated 27-1-1996 as Annexure 5) is also issued by the U.P. Forest Corporation. A fee of 50 paise is charged for every quintal of forest produce for movement and transit pass. When any unit purchases khair woods from out side the State in that event a transit pass has to be obtained at U.P. Check post.

The khair wood purchased from Hoshirarpur (Punjab) .A transit pass was issued by the Divisional Forest Office, Bjiagpat range, Meerut. On the petitioner company sent 100 cases of Kattha broken and 50 cases of Kattha Pan Madhuri (each case containing 20 Kg. of Kattha) to M/s. Kothari Products Ltd. through transporter. The vehicle carrying the cases was checked at G.T. Road (West) barrier by the Forest Range Officer, Kanpur Range (respondent No. 2) who illegally seized them as well as the vehicle carrying them under Section 52 of the Indian Forest Act and registered the case in question. Respondent No. 2 submitted seizure report in the Court of Metropolitan Magistrate, X, Kanpur Nagar. As the Kattha manufactured by the petitioner company is not a forest produce, Respondent No. 2 had no jurisdiction to seize them or the vehicle carrying them and arrest the driver driving the vehicle. Provisions of Indian Forest Act and U.P. Transit of Timber and other Forest Produce Rules, 1978 are also not applicable in its case. U.P. Transit of Timber and other Forest Produce Rules, 1978 is violative of Articles 19(1)(g) and 301 of the Constitution inasmuch as it imposes a prohibition for moving any forest produce without transit pass. This is an unreasonable restriction, since it covers all forest produce irrespective of circumstance. Such restriction, which is wholly unreasonable, is not in the public interest. Before making the Rules aforementioned previous sanction of the President under Article 304 of the Constitution of India has not been taken.

1.1.8 Financial backgroundBalance Sheet

Total Assets2221

Current Assets3129

Total Liabilities2221

Share holders Equity76

Current Liabilities1110

* All the accounts are in INR.

Income Statement

Total Revenues6356

Operational Profit (Loss)33

Net Profit (Loss)10

* All the accounts are in INR.

RatiosProfitability Ratios

Return on Assets (ROA)5.48%4.63%

Annualized Return on Assets (ROA)5.48%4.63%

Return on Equity (ROE)16.97%15.2%

Annualized Return on Equity (ROE)16.97%15.2%

Return on Sales (ROS)4.95%4.99%

Return on Capital16.42%16.32%

Gross Profit Margin3.45%3.46%

Operating Profit Margin5.63%5.66%

Efficiency Ratio

Inventory Turnover0.04x0.05x

Current asset turnover2.04x1.9x

Fixed-asset turnover11.35x11.03x

Asset Turnover2.88x2.79x

Valuation figures and ratios

S

Earning Before Interests and Taxes (EBIT)32

EBITDA43

Enterprise value99103

2.793.26

Liquidity Ratios

Current Ratio2.18%2.32%

Quick ratio1.15%1.34%

Doom's day ratio15.26%17.46%

Leverage Ratios

Leverage ratio1.54%1.86%

Interest Coverage Ratio2.28%2.26%

Debt to equity211.05%228.63%

Debt to total assets52.62%56.24%

Long Term Debt to Capital9.83%9.94%

Debt / Enterprise Value11.82%11.79%

Trend Ratios

Revenue Trend13.3%57.46%

CHAPTER-4

POPULATION THE POPULATION OF IWP EMPLOYEES IS 270

SAMPLINGSample sizeOut of total employees sample taken among respondent is 50.

Sampling MethodThe samples are taken on the basis of the attendance of the employees who are mostly absent in the calendar year from their job .Source of dataThere primary and secondary source of data.Primary data This data is collected by respondent by administering a structured interview schedule and discussion with management team.Secondary data-This data is collected through past records of an organization like attendance register of the previous year.3.6Tools used for analysis A structured interview schedule used as a tool for the analysis. It contains question that are simple and easy to give answer .

Data analysis techniqueThe data is analyzed with simple analysis technique .The data tool is percentage method . used in making comparision between 2 or more criteria.

CHAPTER-5

INTERPRETATION AND TABULATION OF DATA

FINDINGS FOR GRIEVANCE HANDLING

In the findings I would like to write that that the level of grievance at IWP is at high level and mostly each and every employee is having different type of grievance and some of the employees are not satisfied by the working conditions which are there and some of them are not satisfied with the other employees working with them. According to me grievance of employees should be decreased by giving satisfaction to the employees.Employees are having different problems and the reason behind them are also different like some are having grievance because of wages and some are having because of bad working conditions so it should be solved as soon as possible so that working of the organization does not effect.Grievance handling procedure should be effective and and the causes behind the grievance are different according to the problems of the employees grievance is just the feeling of dissatisfaction and it is because the employer and employees dont have faith and trust on each other and the second thing is that employees dont have patience about anything these are the causes of grievance.

CONCLUSION FOR GRIEVANCE HANDLINGThe work on this project was a wonderful experience in my life, the training help me a lot to adapt myself to actual working environment and to coordination with the other team members.

Many of the persons help me in my project as much as they can. Mainly Ashfaq sir and Anand Rai sir and I m very thankful to them.

At the end it comes conclusion and it can be said that grievances in IWP is high and many of the employees are facing grievances.Main thing is that grievance is very large problem for any org. and grievance in this org can get rid from many methods which will give benefit for the employees as well as for the org also.

All the conditions of working should be settled keeping in mind about the employees benefit so that grievances may not occur.

It is the main problem for any org. because when employees are having problem they cant work properly and they cant give their best for the org by which the level of profits and maintenance to the org also be disturbed.

So at the end it should be in mind that grievances should decrease and all the effective efforts should done for the grievance handling so that the org can run in effective and well manner.

SUGGESTIONS FOR GRIEVANCE OF EMPLOYEES

In the suggestions I would like to suggest that grievance of employees is increasing day by day and mostly in each and every organization .The grievance of employees is at high level and it should be decreased as soon as possible for effective working so that the productivity of the organization may not decreased and the profit of the company should not decrease so grievance is not good for any organization it is harmful for each and every organization.

For solving the grievance effective grievance procedure should be used and union leader are essential for each and every company so that they can help them in grievance solving even top management should also help employees in their grievance to solve it .There are many kinds of grievances like wage grievance, grievance because of working conditions and not satisfied with other employees working with them and many more. The grievance of employees should be solved as soon as possible the employees who are having due to wages their wages should decided by which company profit should not decrease and it should be also in the favor of employees who are having grievance due to wages and working conditions should also be set according to the employees so that they can work properly and decreased.

BIBLIOGRAPHY

HR MANUAL

MANAGING HUMAN RESOURCES {V.S.P RAO}

GOOGLE

WIKIPEDIA

QUESTIONNAIRERespected Sir / Madam,I am......MEENAKSHI GANGWAR..........Reg No.student ofSHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENTAs a part ofmy MBA curriculum, I am doing the project onA STUDY ON GRIVEANCES AMONG EMPLOYEESI kindly request you to help me in the study by answering the questions below. Data collected from you will be kept highly confidential & will not be disclosed anyone at any cost. It is purely for academic purposeThanking you

QUESTIONAIRE1. Is work culture supportive in your organization?MostlyRarely SometimesNot at allRespondentPercentage

Mostly4692%

Rarely37%

Sometime23%

Not at all00

Q2. How often you face grievance in your organization.MostlyRarelySometimesNot at allRespondentPercentage

Mostly 4080

Rarely613

Sometimes47

Not at all00

Q3. How often you complaints and grievance being taken care off?MostlyRarelyFrequentlyNot at allRespondentPercentage

Mostly3775

Rarely714

Frequently611

Not at all00

4. How much times your superior takes on a complaint (duration of handling process)?2 Weeks6 WeeksIndefiniteDepends upon levelRespondentPercentage

2 weeks3877

6 weeks816

Indefinite35

Depends upon level12

Q5. Is the decision taken by the top management related to your grievance is satisfactory?MostlyHardlyPartlyNeverRespondentPercentage

Mostly3265

Hardly1225

Partly610

Never00

Q6 Does the upper Management pressure main reason for Grievance YesNoRespondentPercentage

Yes2755

No2345

Q7 Have you ever faced grievance related to Performance Appraisal Process?YesNoRespondentPercentage

Yes2143

No2957

8.. What is your grievance?A)Wage & salaryB)Working conditionC)PromotionD)DisciplineE)OthersRespondentPercentage

Wage and salary1224

Working condition1326

promotion1530

discipline1020

9.. From how long are you facing the grievance?A) Less than 6 months.B) More than 6 months

RespondentPercentage

Less than 6 months3264

More than6 months18 36

10,. Do you share grievances with your colleague?A)AlwaysB)SometimesC)NeverRespondentPercentage

Always3264

Sometimes1836

Never100

11.. How much time management has taken to redress your grievance?A)Less than 01 month

B)More than 01 month

C)Pending

respondentPercentage

Less than 1 month1845

More than 1 month1235

pending2020

12. Are you informed about the action taken in view of your grievance?A)Yes

B)No

respondentPercentage

Yes2654

No2446

13.. Are there any discrepancies in handling the grievances in the organization?A)AlwaysB)SometimesC)NeverrespondentPercentage

Always1865

Sometimes1215

Never2020

14.. Do you feel that present grievance handling policy of your organization is effective?A)Strongly agreeB)AgreeC)NeutralD)DisagreerespondentPercentage

Strongly agree1525

agree1025

neutral515

disagree2035

15.. The management has been making efforts to dispose off all grievances procedurally with a view to ensure justice and satisfaction to the employees.A)Strongly agreeB)AgreeC)NeutralD)DisagreerespondentPercentage

Strongly agree 1020

Agree1225

Neutral715

Disagree2140

16. Grievance redressal is one of the major components of job satisfaction.A)Strongly agreeBAgreeC)NeutralD)DisagreeRespondentPercentage

strongly1225

agree1435

Neutral1015

disagree1425