Dhanasekaran - Copy

ii

A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN CAMBODIA

MILLS LTD, COIMBATORE

PROJECT REPORT

Submitted by

M.DHANASEKARAN

Register. No. 13MBAB05

Under the Guidance of

Prof Dr.R.VENKATAPATHY

DIRECTOR, BSMED

In Partial fulfillment for the award of degree in

MASTER OF BUSINESS ADMINISTRATION

BHARATHIAR SCHOOL OF MANAGEMENT AND

ENTREPRENEUR DEVELOPMENT BHARATHIAR

UNIVERSITY COIMBATORE-46

October 2014

ii

BHARATHIAR SCHOOL OF MANAGEMENT AND ENTREPRENEUR

DEVELOPMENT

BHARATHIAR UNIVERSITY

COIMBATORE-641046

PROJECT REPORT CERTIFICATE

This is to certify that the project entitled

A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN CANBODIA

MILLS, LIMITED

Submitted to

Bharathiar University

In partial fulfillment for the degree of

MASTER OF BUSINESS ADMINISTRATION

Is a bonafide record of the project work carried out by

M. DHANASEKARAN

(Reg.No:13MBAB05)

………………………………………… ..........……………………………

Prof.R.Venkatapathy Prof.R.Venkatapathy

Faculty Guide Director

Submitted for Viva-Voce Examination held on ……………………………………………….......

...............................…………… ………………………………

ii

Internal Examiner External Exami

ACKNOWLEDGEMENT

First and for most I would like to give my whole hearted and sincere to the

almighty God for helping me throughout the project.

I hereby acknowledge my sincere gratitude to my Department of Management

Studies, Bharathiar University, Coimbatore for giving me an opportunity to undergo

MBA Degree Course and to undertake this project work successfully.

My proud full thanks to our honorable Vice Chancellor Dr. James Pitchai,

Bharathiar University, Coimbatore, for the moral support and the generous infrastructural

espousal done to me for the research.

I am highly grateful to my guide Prof.R.Venkatapathy, Director, BSMED, without

whose support the project would not have been completed.

I owe my reverential gratitude to Mr.D.JEEVA Assistant HR manager, for

providing me a wonderful opportunity to do my project in their esteemed organization.

I wish to express my deep sense of gratitude to other staff members in the

Department, Bharathiar School of Management and Entrepreneur Development for

their valuable suggestions and encouragement during the project.

Last, but not least, I would like to acknowledge my whole hearted support of

my parents, faculties, Research scholars of BSMED and friends who helped meat various

stage sin completing this work successfully.

M.Dhanasekaran

1

EXECUTIVE SUMMARY

The title of the Project “A study on Employee grievance and handling procedure”

done in Cambodia mills ltd, Coimbatore.

The study aims to know the Employee grievance and the handling procedure. It

helps in identifying how the employees are engaging themselves in their job to the full

involvement. The main objective of the study was specifically on grievance handling

procedures among the employees to Cambodia mill, Coimbatore

The type of Research used in this study is descriptive research. The sources of the

data for the study were primary data. The self prepared questionnaire was used to find the

personal data of respondents and the grievance procedure involved in the organization. The

study was conducted among 150 employees.

Various analytical tools like ANOVA and z-test were to know the grievance of the

employees and also assisted in identifying the needs of the employees to improve the

handling procedure of the Employee, and appropriate suggestions are given.

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TABLE OF CONTENTS

CHAPTER NO TITLE PAGE NO

CHAPTER I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY 1

1.2 NEED FOR THE STUDY 6

1.3 SCOPE OF THE STUDY 7

1.4 OBJECTIVES OF THE STUDY 7

1.5 LIMITATIONS OF THE STUDY 7

1.6 ORGANIZATIONAL PROFILE 8

1.7 COMPANY PROFILE 10

CHAPTER IIREVIEW OF LITERATURE

2.1 REVIEW OF LITERATURE 12

CHAPTER

III

RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY 14

3.2 RESEARCH DESIGN 14

3.3 SAMPLING DESIGN 14

3.4 SAMPLING TECHNIQUE 15

3

3.5 TOOLS OF DATA COLLECTION 15

3.6 SOURCES OF DATA 15

3.7 STATISTICAL TOOL 15

CHAPTER IV

DATA ANALYSIS AND INTERPERTATION

4.1 PERCENTAGE ANALYSIS 16

4.2 ONE WAY ANOVA TEST 56

4.3 Z TEST 59

CHAPTER V

FINDINGS,SUGGESTION AND CONCLUSION

5.1 FINDINGS 61

5.2 SUGGESTIONS 63

5.3 CONCLUSIONS 63

BIBLIOGRAPHY 64

APPENDIX65

4

LIST OF TABLES

TABLE NO TITLE PAGE NO

4.1.1 DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE 16

4.1.2 DISTRIBUTION OF THE RESPONDENTS BY THEIR GENDER 18

4.1.3 DISTRIBUTION OF THE RESPONDENTS BY THEIR MARITAL STATUS 20

4.1.4 QUALIFICATION OF THE RESPONDENTS 22

4.1.5 DISTRIBUTION OF THE RESPONDENTS BY THEIR MONTHLY INCOME 24

4.1.6 DISTRIBUTION OF THE RESPONDENTS BY THEIR EXPERIENCE IN THE PRESENT JOB

26

4.1.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR DEPARTMENT 28

4.1.8 RESPONDENTS’ OPINION ABOUT THE FIXATION OF WAGES 30

4.1.9 RESPONDENT’S OPINION TOWARDS THE ALLOTMENT OF OVERTIME 32

4.1.10 RESPONDENT’S OPINION ON THE INCENTIVES SCHEMES FOLLOWED

BY THE ORGANIZATION34

4.1.11 RESPONDENT’S OPINION ON THE PROVISION OF ALLOWANCE AND

WORKING HOURS36

4.1.12 RESPONDENT’S OPINION TOWARDS THE WORKPLACE AND WORKING CONDITION

38

5

4.1.13 RESPONDENTS OPINION ABOUT SIMPLIFY IN THE WORK PLACE 40

4.1.14 RESPONDENTS’ OPINION TOWARD THE LEVEL OF SAFETY TOWARDS

HANDLING EQUIPMENTS42

4.1.15 RESPONDENT’S OPINION TOWARDS THE HANDLING OF DEFECTIVE TOOLS AND EQUIPMENT

44

4.1.16 RESPONDENT’S OPINION TOWARDS SUPERVISOR FOLLOWING

FAVORITISM46

4.1.17 OPINION OF THE RESPONDENTS ABOUT THE GRIEVANCES IN

CONTINUITY OF THEIR SERVICE48

4.1.18 RESPONDENT’S OPINION TOWARD THE DISCIPLINARY RULES 50

4.1.19 RESPONDENT’S OPINION TOWARD GETTING APPROPRIATE LEAVES 52

4.1.20 RESPONDENT’S OPINION TOWARDS SATISFACTION ON MEDICAL FACILITIES

54

4.2.1ANOVA BASED ON AGE AND OVERTIME ALLOTTED

56

4.2.2 ANOVA BASED ON EXPERIENCE AND HANDLING EQUIPMENT 57

4.2.3 ANOVA BASED ON INCOME AND ALLOWANCE 58

4.3.1 Z TEST BASED ON GENDER AND ECONOMIC 59

4.3.2 Z TEST BASED ON GENDER AND WORKGROUP 59

4.3.3 Z TEST BASED ON GENDER AND WORK ENVIRONMENT 60

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LIST OF CHART

CHART

NOTITLE PAGE NO

4.1.1 DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE 17

4.1.2 DISTRIBUTION OF THE RESPONDENTS BY THEIR GENDER 19

4.1.3 DISTRIBUTION OF THE RESPONDENTS BY THEIR MARITAL STATUS 21

4.1.4 QUALIFICATION OF THE RESPONDENTS 23

4.1.5 DISTRIBUTION OF THE RESPONDENTS BY THEIR MONTHLY INCOME 25

4.1.6 DISTRIBUTION OF THE RESPONDENTS BY THEIR EXPERIENCE IN THE PRESENT JOB

27

4.1.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR DEPARTMENT 29

4.1.8 RESPONDENTS’ OPINION ABOUT THE FIXATION OF WAGES 31

4.1.9 RESPONDENT’S OPINION TOWARDS THE ALLOTMENT OF OVERTIME 33

4.1.10 RESPONDENT’S OPINION ON THE INCENTIVES SCHEMES FOLLOWED

BY THE ORGANIZATION35

4.1.11 RESPONDENT’S OPINION ON THE PROVISION OF ALLOWANCE AND

WORKING HOURS37

7

4.1.12 RESPONDENT’S OPINION TOWARDS THE WORKPLACE AND WORKING CONDITION

39

4.1.13 RESPONDENTS OPINION ABOUT SIMPLIFY IN THE WORK PLACE 41

4.1.14 RESPONDENTS’ OPINION TOWARD THE LEVEL OF SAFETY 43

4.1.15 RESPONDENT’S OPINION TOWARDS THE HANDLING OF DEFECTIVE TOOLS AND EQUIPMENT

45

4.1.16 RESPONDENT’S OPINION TOWARDS SUPERVISOR FOLLOWING

FAVORITISM47

4.1.17 OPINION OF THE RESPONDENTS ABOUT THE GRIEVANCES IN

CONTINUITY OF THEIR SERVICE49

4.1.18 RESPONDENT’S OPINION TOWARD THE DISCIPLINARY RULES 51

4.1.19 RESPONDENT’S OPINION TOWARD GETTING APPROPRIATE LEAVES 53

4.1.20 RESPONDENT’S OPINION TOWARDS SATISFACTION ON MEDICAL FACILITIES

55

8

A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN CAMBODIA MILLS LTD, COIMBATORE

CHAPTERR - I

1.1 Introduction of the study

Grievance

Every employee has certain expectation, which he thinks must be fulfilled by

the organization he is working for when the organization fails to this he develop a feeling of

dissatisfaction when an employee feels something is unfair in the organization he is said to

have a grievance.

Discovery of grievances:

Grievances can be uncovered in a number of ways, Gossip and grapevine

offer vital clues about employee grievances. Gripe boxes, open door polices periodic

interviews, exit surveys could also be undertaken to uncover the mystery surrounding

grievances.

Definition of grievance handling:

“A compliant of one more workers in respect of wages, allowances, conditions

of work, interpretation

of services, stipulations covering such areas as overtime, leave, transfer, promotion,

seniority, job assignment and termination of services.”

“Prior to any formal grievance the employee most discusses the issue with

his/ her immediate supervisor within three working days after the date of occurrence. Or three

working days after the date which the affected employee(s) could reasonable been made

aware of the issue giving rise of the dispute or compliant.”

“If not resolved by the immediate supervisors within three working days the

employee(S)”may submit a grievance in writing to step 1 no later than three working days.

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STEP 1:

A written grievance may be submitted by the grievance to the immediate

supervisor as set forth above, the employee may request a representative accompany him her

to the discussion. This will be held as soon as practicable, but not more than three working

days after the grievance. the supervisor shall provide a written answer to the employee

within three working days after the meeting If the issue is not resolved, the employee(s)

and/or Union may appeal to Step 2, within three working days,

STEP 2:

A meeting between the employee, union representative, the Department head

and the supervisor shall be upon receipt of the appeal, or within three working days thereof

The Department head shall provide a written response to the union representative within three

working days of meeting. If no settlement is reached to be timely. The union must to 3 within

five working days.

STEP 3:

A meeting between the general manager Department head human resource

Representative, the District union Representative and two (2) other Local Union officials (if a

discipline case one (1) Local union officials may grievant) shall be arranged data will be

established as soon as possible but no later than twenty (20) working days from the receipt of

the appeal expect where circumstance warrant an extension. Such extension shall not extent

for more than five (5) working to the District Union Representative no later than five (5)

working days. If the matter is not resolved the union may submit the matter to

ARBITRATION with (10) working days of receipt of management STEP 3 answer.

ARBITRATION:

Each party shall submit a list of five (5) names to the other from the ten (10)

names presented one (1) should be selected as the impartial arbitrator. If no one is acceptable,

the union shall submit three (3) names : the company shall submit two(2) names resulting in a

list of five(5) names (In subsequent cases the arrangement will be the first to eliminate one

name the other party will follow and the sequence will continue until only one name is left.

The parties agree that the sole remaining name shall be the arbitrator for this case only. The

parties agree that the decision rendered will be final and binding on all parties, I e

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Management union, grievant and employees post hearing briefs will not field unless request

by the arbitrator, or at the request of either party.

The arbitrator‘s decision may be oral or written if written, it shall be delivered

to the parties simultaneously no then thirty (30) working days.

Grievances may occur for a number of reasons:

Economic:

Wage fixation, overtime, bonus, wage revision etc. employees may feel that they are

paid less when compared to others.

Work environment:

Poor physical conditions of workplace, tight production norms, defective tools and

equipment, poor quality of materials, unfair rules, lack of recognition, etc.

Supervision:

Relates to the attitudes of the supervisor towards the employee such as perceived

notions of bias, favoritism, nepotism, caste affiliations, regional feelings etc.

Work group:

Employee is unable to adjust with his colleagues; suffers from feelings of neglect,

victimization and becomes an object of ridicule and humiliation, etc.

Miscellaneous:

These include issues relating to certain violations in respect of promotions, safety

methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.

Grievance Effects:

Grievances if they are not identified and redressed, May adversely affect workers,

managers and the organization as a whole. The effects are:

Grievance effects of production include:

Low quality of production

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Low quantity of production and productivity.

Increase in the wastage of material, spoilage/breakage of machinery.

Increase in the cost of production per unit.

Grievance effects of employees:

Increases the rate of absenteeism and turnover.

Reduces the level of commitment, sincerity and punctuality.

Increases the incidence of accidents.

Reduces the level of employee morale.

Grievance effects of managers:

Strains the superior-subordinate relations.

Increases the degree of supervision, control and follow up.

Increase in indiscipline cases.

Increase in unrest and thereby machinery to maintain industrial peace.

1.1.2 The Statutory Provisions for the Grievance Handling Procedure

under the Industrial Employment (Standing Orders) Act 1946.

The provisions are under:-

1) Any workman desirous of the redress of a grievance arising out of his employment

or relating to unfair treatment or wrongful exaction on the part of a superior shall

either himself or through a trade union of which he is member submits a complaint

to the manager in his behalf.

2) The manger or any such officer shall personally the complaint at such times &

places as may fix the workmen and,

i) Any other workmen of his choice or

ii) Where the complaint is made through a trade union a member of the

union shall have the right to be present at such investigation.

Where the complainant alleges unfair treatment or wrongful exaction on the part of

superior a copy of the order finally made by the manager shall be supplied to the compliment

if he asks for one.

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In other cases the decision of the investigating officer & the action if any taken

thereon by the intimidated to the complainant.

Provided that complaints relating to assault or by any persons holding a supervisory

position or refusal of an application for urgent leave shall be enquired into immediately by

the manager or such other officers as he may appoint.

The decisions of the manager upon any question arising out of, or connection with, or

incident to an appeal to the proprietor expect where the manger is he the proprietor.

1.1.3 The Essential of Pre-requisites of a Grievance Handling Procedure:

Maintaining quality of work life for its employees is an important concern for the any

organization. The grievance handling procedure of the organization can affect the harmonious

environment of the organization. The grievance of the employees are related to the contract

work rule or regulation policy or procedure health and safety regulation past practice

changing the cultural norms unilaterally individual victimization wage bonus etc,,, here

attitude on the part of management in their efforts understand the problems of employees and

resolve the issues amicably have better probability to maintain a culture of high performance

managers must be educated about the importance of the grievance process and their role in

management favorable relations with the union . effective grievance handling is an essential

part of cultivating good employee relations and running a fair, successful, and productive

workplace positive labor relations are two-way street both sides must give a little and try

work together relationship building is key to successful labor relations,

Precautions and Prescriptions:

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

and confidence upon the employees.

Always ensure that the managers involved in the grievance handling procedures have

a quit place to meet with the complainant.

Always ensures that managers have adequate time to be devoted to the complainant.

Fully explaining the situation to the employee to eliminate any misunderstanding and

promote better acceptance of the situation complained.

Try to let employee present their issues without prejudging or commenting.

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Do use a positive friendly ways to resolve the crisis then punitive steps, which disturb

the system.

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

Always focus on the subject of the grievance then allied issues.

Don’t make threats manage the grievance

Avoid usage of verbosisms’ like “it will be taken care of”

Take all possible steps to ensure that no victimization occurs as or me grievance being

raised

Try to look upon the problem on different angles for appropriate understanding

Avoid as possible the union involvement in contact resolution situation process

Follow documentation the procedures of all necessary steps taken to resolve the

problem complaint.

Grievances are preferably to be settled informally at the level of the employee’s

immediate supervisor.

To a great extent the aggravation of industrial problems depends on managers approaches

and attitude in effective handling of employees grievance care should be taken in the way

managers approaches the problem and perceiving the pros and cons of the situation. The

conflict management approaches include the win-win strategy that help in the healthy

organizational practices and which reflects the strong organizational culture. The

cooperation from both parties is the pre-requisite to handle the problem and effective

settlement of the grievance conscious use of professional self can held managers in the

conflict handling situations grievance redressed process.

1.2 Need for the study:

A grievance is a sign of an employee‘s discontentment with his job or his relationship

with his colleagues grievance generally arise out of the day-to-day working relations in an

organization. An employee or trade union protects against an act or policy of the management

that they consider as violating employee’s rights.

Grievance is a situation when a dissatisfaction or trouble occurs when two or more

people or parties perceive an incompatibility in their goals or expectations. There are seven

methods for achieving reconciliation of conflict. These methods are winning-lose withdrawal

and retreat from argument, something and playing down the difference arbitration, mediation,

14

compromise and problem solving of all these methods problem solving method is most likely

to bring about win-win situation.

One of the effective ways of minimizing and eliminating the source of an employee’s

grievance is by having an ‘open door policy’ to overcome this aspect the researcher attempted

to analyses by collecting the information from the respondents in the organization.

1.3 Scope of the study:

The scope of the study is observing the existing problems in the organization and to

follow the necessary steps to overcome the grievance procedures in the organization. This

study is also conducted to find out the work pattern and behavior of the respondents. It has

been used to measure the intensity of grievance among the respondents in the organization.

1.4 Objectives of the study:

“To study specificaly on grievance handling procedures among the employees to

Cambodia mill, Coimbatore.”

To study the socio economic status of the employee.

To find out the need for grievance redressal procedure

To find out the work environment and workgroup.

To analysis the effectiveness of the grievance redressal procedures in the

organization.

To identify the steps involved in solving grievance redressal procedures.

To suggest measures to overcome the problems.

1.5 Limitations of Study:

1) The limitation of time for the data collection is another problem faced by

researcher.

2) The study being sensitivity in some aspects. The respondents showed natural

baseness in their responses.

3) This study covers a number of factors that related with grievance procedures but

then the importance of these factors was not found.

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1.6 ORGANIZATIONAL PROFILE:

National Textile Corporation is a company owned by the Indian government. It owns

many textile mills, some of which have been closed down. The company was incorporation in

April 1968.

The National Textile Corporation Limited (NTC) is a central public sector Enterprise

under the ministry of Textile which was incorporation in April 1968 for managing the affairs

of sick textile undertakings in the private sector, taken over by the Government. Starting with

16 mills in 1968, this number gradually rose to 103 by 1972-73. In the year 1974 all these

units were nationalized under the sick Textile undertaking (Nationalized) Act 1974. The

number of units increased to 119 by 1995. These 119 mills were controlled by NTC Ltd with

the help of 9 Subsidiary corporations, with an authorized capital of 10 crore (US$181

million) which was raised from time to time and which is now about 7,000 crore (US$1.27

billion) and the paid up share capital of the corporation is about 4000 crore (US$ 727

million).

Looking to the reduced number of mills and in line with the contemporary industry’s

trend all 9 subsidiary companies have been merged with NTC Head office, located at New

Delhi, making it into a single company with effect from 01.04.2006.

NTC has so far closed 78 mills and has transferred 2 mills in the state of Pondicherry

to the state Government.

NTC is to modernize all its mills by itself through generation of funds from the sale of

its surplus assets and 5 mills are put in Joint venture with corporate.

NTC has put up 3 composite textile Greenfield units in Ahmadabad (Gujarat),

( Maharashtra ) and one is an SEZ area of Hassan ( Karnataka ) .

NTC has started taking initiatives to set up technical textile projects in Joint venture

with the world Leaders and is working towards it.

Textile industry occupies a very significant position in the society. Since its product

homely cloths in an indispensable need in the day to day life of every individual. Textile

industry is in existence from time immemorial.

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Cotton industry developed from hand working to factories powered by water and steam

between 1750 and 1820. By the 19th century, most cotton manufactures moved away from a

cottage industry to large, noisy factories. The changes were brought about by the invention of

new machinery which greatly speeded up the cotton production process. The use of modern

technology such as atomic high speed shuttle lees Looms ring spinning in replacement of

handlooms weaving and spinning achieved large scale production and hence proved top more

cost effective .

The textile industry is one of the largest employers of Labour. The industries includes

the spinning , weaving , knitting , and finishing of all types of natural fibers such as

polyamides and polyesters are often now used in conjunction with cotton for many purpose.

In Tamil Nadu , there are about 1607 small sized textile mills employing less than

100 workers , 244 medium scale mills employing and large sized mills employing more than

500 workers , Textile industry in Tamil Nadu plays a significant role of the industry growth

by many of its contribution is enhancing productivity as well as providing large employment.

1.6.1 Mission & Vision:

Vision:

To be a world class Eco-friendly integrated Textile Company, catering primarily to the clothing needs of the nation.

Mission:

To be a leading Textile Enterprise steadily improving capacity utilization, Economy of operations, productivity, Quality Brand Images, market share and Export.

17

1.7 COMPANY PROFILE:

Name and Address of the Company : Cambodia Mills (NTC)

P.O.Box no: 3504

Ondipudur post

Coimbatore

Email : [email protected]

Telephone : 0422 2273088

Administration : National Textile Corporation

(Head office)

Tamil Nadu

A Government of India

Registrar Office : NTC House

P .o. ne 2409

35-B Somasundharam Mill Road

Coimbatore

Establishment of the Business : 1924

Nationalization : 1-4-1974

No of workers : 638 workers, 40 staffs

Product : yarn

18

1.7.1 Process followed in Manufacturing Product profile:

CHAPTERR

19

Spinning process

Raw cotton

Mixing

Below room

Carding (silver)

Combing (silver)

Drawing (silver)

Simplex (bobbin)

Ring spinning

Cone winding

CHAPTERR II

REVIEW OF LITURATURE

Liebenberg, (1984) research indicates that the factors that contribute to the adoption

of dispute resolution mechanisms include the structure of the mechanisms. The role of the

union steward (Dalton and tower, 1982) the applicable rights of the employees and the

mandate and the relationship and the employee (Meyer and Cooke, 1988).

In a naturally occurring field experiment in which an intervention to improve a

grievance procedure was introduced and the removed, Mesch&Dalton (1922) found that the

interrupted time series experimental design resulted in more compromise resolution and a

dramatic increase in the number of grievance field. The enhancement of fairness perceptions

takes place both through instrumental and non-instrumental mechanisms.

Hellman (1993) perhaps brings out the dichotomy succinctly. When he suggests that

agreement is not necessarily good but the neither is disagreement especially when people

disagree for the sake of disagreeing as a way to assert themselves and to avoid feeling

dominated. In the Indian context disputes under the industrial disputes Act 1947 a dispute is

raised when an employment contract is not carried out. The issues could include wage

demands union rivalry political interference unfair labor practices as described in the fifth

schedule of the ID Act consists of conciliation Arbitration and Adjudication Apart from this

in line with the theories of industrial jurisprudence, in the unionized context there are

collective bargaining establishment of works committee discipline management and

grievance resolution procedure Which help prevent disputes in the first place.

Perception of fair procedures have instrumental value if they lead to fair rewards

while the non instrumental value connotes a since of treating employees with respect

Neumann et al., (1995). Studies indicate that grievant interest in using voice simply for the

non instrumental sake of being heard or socially valued rather than to actually influences

outcomes. Seems to increase when they perceive that three are less opportunity to influence

outcomes (Barry 2000). This implies that if they wish grievant to derive non instrumental

satisfaction with an appeals process. Listeners to grievances would need to demonstrate

convincingly that instrumental action on behalf of the grievant is truly unavailable Moreover;

unfavorable outcomes that are reached by fair process generate higher distributive justice

ratings than favorable outcomes reached by unfair processes (Blanker 1995).

20

Despite the contention that formation of labor unions is necessary for the survival of the

workers (Vickery, 1990) and the concern that workers have a reduced capacity to initiate

issues and articulate grievances in the non unionized workplaces (Kaufman and tares 1999)

and they enjoy less benefits three seems to be a link between the use of high performance

work systems and the adoption of non-union dispute resolution procedures (Colvin 2003).

The study by Bat Colvin and keeve (2002) indicated that while union presence had a negative

relationship with quit rates the prediction for non-union dispute resolution procedures was

uncertain as they may be designed to encourage or suppress employee voice. However rising

of individual contracts and union substitution by employers is leading to adoption of non-

unionized disputes resolution mechanisms at the workplace (Colvin 2003).

Conclusion:

Several articals were reviewed on grievance handling procedure. In which according to

Hellman (1993) insisted on they grievance resolution procedure that will help to prevent,

they disputes in the workplace. A proper grievance handling procdure should be adopted, so

tat the expectation of every employee working in the organization are fulfilled.

CHAPTERR – III

21

Research Methodology

3.1 Research Methodology:

“The objective and systematic method of finding solution to a problem i.e., systematic

collection, recording, analyzing, interpretation and reporting of information about facts of

phenomenon under study."

The success of research depends mostly on the methodology on which it is carried

out. The appropriate methodology will improve the validity of the findings. This chapter

discusses the methods of data collection, research design, sample plan and statistical

technique.

3.2 Research Design:

A research design is the arrangement of conditions for collection and analysis of data

in a manner that combine relevance to the research purpose with economy in procedure.

The research design used is descriptive research design. Descriptive research studies

are those which are concerned with describing the characteristic of a particular group. The

major purpose of descriptive research is description of the state of affairs as exists at present.

3.3 Sampling Design:

Sampling is used to collect primary data when the source of data is far too many

to be exhausting handled. Sampling is the integral part of data collection process. The way of

selecting a sample is known as sample design. It is the definite plan for obtaining a sample

from a given population. It may as well lay down the number of items to be included in the

sample i.e. the size of the sample.

3.3.1. Population

The overall population of the process is 638

3.3.2 Sample size

Out of 638 employees in Cambodia mill, the data has been collected from 150

employees.

3.3.3 Target Respondents

22

The target respondents for the study are employees for Cambodia mills ltd.

3.4 Sampling Technique:

Convenience sampling means group are individual that convenience available and

willing to participate the study.

Convenience sampling method was used in the present study to collect the data. From

the total of 638 employees working in National Textile Corporation with reference to

Cambodia mills ltd. Cambodia 150 respondents were selected by Convenience sampling

method.

3.5 Tools of Data Collection:

The self prepared questionnaire was used to find out the personal data of respondents

is found out the grievance procedure involved in the organization.

3.6 Sources of Data:

This piece of research depends entirely on the primary data collected for studying the

above mentioned objectives of the company.

3.6.1 Primary data:

Primary data is the first hand information that is obtained through experiment surveys,

etc. in this study the primary sources of data is obtained by issuing interview schedule to the

respondents. In interview schedule method the respondents are given questionnaire with

request to return after completing the interview schedule.

3.7 Statistical Tool:

Simple percentage analysis

Z test and

One way ANOVA have been used for the study.

CHAPTERR -IV

23

4.1 DATA ANALYSIS AND INTERPRETATION

Table No 4.1.1

Distribution of the respondents by their age

S.no Age Frequency Percentage

1 31-40 7 4.7

2 41-50 143 95.3

3 Total 150 100.0

(Source: primary Data)

INFERENCE

From the above table inferred that the majorities 96 percentages of the respondents

are in the age between 41 and 50 years and 4 percentages of the respondents are in the age

from 31-40 years.

It is found that majority 96percentages of the respondents are in the age from 41-50

years in Cambodia mill

Chart No 4.1.1

Distribution of the respondents by their age

24

4.7

95.3

31-40

41-50

Table No 4.1.2

Distribution of the respondents by their gender

25

S.no Gender Frequency Percentage

1 Male 112 74.7

2 Female 38 25.3

3 Total 150 100.0


INFERENCE

From the above table inferred that majority 75 percentages of the respondents are

male and 25 percentages of the respondents are female.

It is found that majority 75 percentages of the respondents are male.

Chart No 4.1.2

Distribution of the respondents by their gender

26

74.7

25.3

MaleFemale

Table No 4.1.3

Distribution of the respondents by their marital status

27

S.no Marital status Frequency Percentage

1 Married 144 96.0

2 Not married 6 4.0

3 Total 150 100.0


INFERENCE

From the above table inferred that majority 96percentages of the respondents is

married and 4percentages of the respondents are unmarried.

It is found that majority 96 percentages of the respondents are married.

Chart No 4.1.3

Distribution of the respondents by their marital status

28

96

4

MarriedUn married

Table No 4.1.4

Distribution of the respondents by their educational qualification

29

S.no Education level -Frequency Percentage

1 Uneducated 25 16.7

2 Primary level 87 58.0

3 Secondary level 38 25.3

4 Total 150 100.0


INFERENCE

The above table exhibits that more than half (58 percentages) of the respondents are

primary level 17 percentages of the respondents are un educated and remaining 25

percentages respondents are qualified up to secondary level.

It is found that more than half 58 percentages of the respondents are primary level.

Chart No 4.1.4

Distribution of the respondents by their educational qualification

30

16.7

58

25.3

UneducatedPrimary levelSecondary level

Table No 4.1.5

Distribution of the respondents by their monthly income

31

S.no Monthly income Frequency Percentage

1 Below 3000 24 16.0

2 Above 5000 126 84.0

3 Total 150 100.0


INFERENCE

From the above table reveals that less than 84 percentages of the respondent’s

monthly income above 5000, 16 percentages of the respondents below 3000.

It is found that less than half (84 percentages) of the respondents monthly income is

from above 5000.

Chart No 4.1.5

Distribution of the respondents by their monthly income

32

16

84

Below 3000Above 5000

Table No 4.1.6

Distribution of the respondents by their experience in the present job

33


INFERENCE

It is clear from the above table that less than half (46 percentages) of the respondents

are having above 15 years of work experience. 37 percentages of the respondents are having

5 to 10 years experience. 13 percentages of the respondents are having 10to 15 years

experience and the remaining 4 percentages of the respondents are having below 5 years

experience.

Less than half 46 percentages of the respondents are having above 15 years of work

experience.

Chart No 4.1.6

Distribution of the respondents by their experience in the present job

34

S.no Experience Frequency Percentage

1 Below 5 years 6 4.0

2 5 to 10 years 19 12.7

3 10 to 15 years 56 37.3

4 15 to 20 years 69 46.0

5 Total 150 100.0

4

12.7

37.3

46 Below 5 years5 to 10 years10 to 15 years15 to 20 years

Table No 4.1.7

Distribution of the respondents by their department

35

S.no Department Frequency Percentage

1

Worker 150 100.0


INFERENCE

It is clear from the above table inferred that all 100 percentages of the

respondents are workers.

All 100 percentages of the respondents are workers.

The above table shows that all the respondents should be worker.

Chart No 4.1.7

Distribution of the respondents by their department

36

Table No 4.1.8

Respondents’ opinion about the fixation of wages

37

150

Frequency

Percent

S.no Opinion Frequency Percentage

1 Strongly agree 18 12.0

2 Agree 37 24.7

3 Neutral 36 24.0

4 Disagree 47 31.3

5 Strongly disagree 12 8.0

6 Total 150 100.0


INFERENCE

It is clear from the above table that 31 percentages of the respondents disagree that the

wage fixation is not up to the mark, whereas 25 percentages of the respondents agree 24

percentages of the respondents do not have any opinion 12 percentages of the respondents

strongly agree and the remaining 8percent of the respondents strongly disagree.

It is found that 31 percentages of the respondents disagree that the wage fixation is

not up to the mark.

Chart No 4.1.8

Respondents’ opinion about the fixation of wages

38

12

24.7

24

31.3

8

Strongly agreeAgreeNeutralDisagreeStrongly disagree

Table No 4.1.9

Respondent’s opinion towards the allotment of overtime


39


2 Agree 12 8.0

3 Neutral 75 50.0

4 Disagree 51 34.0


6 Total 150 100.0


INFERENCE

It is understood from the above table that half 50 percentages of the respondents do

not have any opinion about the overtime allotted to them are creating tiresome. Whereas 34

percentages of the respondents disagree, 8 percentages of the respondents agree and the rest 4

percent each of the respondents strongly agree and strongly disagree respectively.

Half 50percentages of the respondents do not have any opinion about the overtime

allotted to them are creating tiresome.

Chart No 4.1.9

Respondent’s opinion towards the allotment of overtime

40

48

50

34

4


Table No 4.1.10

Respondent’s opinion on the incentives schemes followed by the

organization

41



2 Agree 32 21.3

3 Neutral 31 20.7

4 Disagree 57 38.0


6 Total 150 100.0


INFERENCE

It is evident from the above table 38 percentages of the respondents disagree that the

incentives scheme in the organization are not up to the mark 21 percentages of the

respondents agree and do not have any opinion respectively 16 percentages of the

respondents strongly agree and remaining 4 percentages of the respondents strongly disagree.

It is found that 38 percentages of the respondents disagree that the incentives scheme

in the organization are not up to the mark.

Chart No 4.1.10

Respondent’s opinion on the incentives schemes followed by the

organization

42

16

21.3

20.7

38

4


Table No 4.1.11

Respondent’s opinion on the provision of allowance and working hours



43

2 Agree 62 41.3

3 Neutral 12 8.0

4 Disagree 33 22.0


6 Total 150 100.0


INFERENCE

It is clear from the above the table that as high 41 percentages of the respondents

agree that the allowance are not worth to their working hours. Whereas 23 percentages of the

respondents disagree. 16 percentages of the respondents strongly agree.13 percentages of the

respondents strongly disagree and remaining 8 percentages of the respondents do not have

any opinion.

It is found that as high as 41 percentages of the respondents agree that the allowances

are not worth to their working hours.

Chart No 4.1.11

Respondent’s opinion on the provision of allowance and working hours

44

16

41.3

8

22

12.7


Table No 4.1.12

Respondent’s opinion towards the workplace and working condition

45



2 Agree 6 4.0

3 Disagree 108 72.0


5 Total 150 100.0


INFERENCE

The above table shows that the majority 72 percentages of the respondents disagree that

the workplace exists with unsafe working condition. 12 percentages of the respondents strongly

agree and disagree respectively 4 percentages of the respondents agree that the workplace

exists with unsafe working condition.

It is found that majority 72 percentages of the respondents disagree that the workplace

exists with unsafe working condition.

Chart No 4.1.12

Respondent’s opinion towards the workplace and working condition

46

12

4

72

12

Strongly agreeAgreeDisagreeStrongly disagree

Table No 4.1.13


47


2 Agree 44 29.3

3 Total 150 100.0

Respondents opinion about simplify in the work place


INFERENCE

The above table reveals that majority 71 percentages of the respondents strongly agree

that the workplace were found simplify and 29 percentages of the respondents agree.

Majority 71 percentages of the respondents strongly agree that the work place were

found with simplify.

Chart No 4.1.13

Respondents opinion about simplify in the work place

48

70.7

29.3

Strongly agreeAgree

Table No 4.1.14

49

Respondents’ opinion toward the level of safety towards handling

equipments



2 Agree 36 24.0

3 Disagree 13 8.7

4Total 150 100.0


INFERENCE

It is evident from the above that most 67 percentages of the respondents strongly

agree that the level of safety towards handling materials are unsafe, 24 percentages of the

respondents agree and remaining 9 percentages of the respondents disagree.

It is found that the most 67 percentages of the respondents strongly agree that the

level of safety toward handling material is unsafe.

Chart No 4.1.15

50

Respondents’ opinion toward the level of safety towards handling

equipments

67.3

24

8.7

Strongly agreeAgreeDisagree

Table No 4.1.15

51

Respondent’s opinion towards the handling of defective tools and equipment



2 Agree 18 12.0


4 Total 150 100.0


INFERENCE

It is understood from the above that most 67 percentages of the respondents strongly

agree that the work place with defective tools and equipments to handle while 21 percentages

of the respondents disagree and remaining 12 percentages of the respondents agree that the

work place with defective tools and equipment in handle.

It is found that most 67 percentages of the respondents strongly agree that the work

place exists, defective tools and equipments to handle.

Chart No 4.1.15

52

Respondent’s opinion towards the handling of defective tools and

equipment

67.3

12

20.7

Strongly agreeAgreeStrongly agree

Table No 4.1.16

53

Respondent’s opinion towards supervisor following favoritism



2 Agree 100 66.7

3 Disagree 37 24.7

4Total 150 100.0


INFERENCE

The above table exhibits that most 67 percentages of the respondents agree that the

supervisor favoritism. Whereas 25 percentages of the respondents disagree 9 percent of the

respondents strongly agree.

It is found that most 67 percentages of the respondents agree that the supervisor

follows favoritism.

Chart No 4.1.16

54

Respondent’s opinion towards supervisor following favoritism

8.7

66.7

24.7

Strongly agreeAgreeDisagree

Table No 4.1.17

55

Opinion of the respondents about the grievances in continuity of their

service


INFERENCE

The above table exhibits that majority 79 percentages of the respondents disagree that

their grievances in continuing their service whereas 17 percentages of the respondents

strongly disagree and the remaining 4 percentages of the respondents agree.

It is found that majority 79 percentages of the respondents disagree that their

grievance in continuing their service

Chart No 4.1.17

56


1 Agree 6 4.0

2 Disagree 119 79.3


4Total 150 100.0

Opinion of the respondents about the grievances in continuity of their

service

4

79.3

16.7

Agree

Disagree

Strongly disagree

Table No 4.1.18

57

Respondent’s opinion toward the disciplinary rules



2 Agree 26 17.0

3 Total 150 100.0


INFERENCE

The above table shows that majority 83 percentages of the respondents stated that the

company conducted disciplinary rules and 17 percentages of the respondents opined no.

It is found that majority 83 percentages of the respondents stated that the company

conducted disciplinary rules.

Chart No 4.1.18

58

Respondent’s opinion toward the disciplinary rules

83

17

Strongly agreeAgree

Table No 4.1.19

59

Respondent’s opinion toward getting appropriate leaves


INFERENCE

From the above table shows that majority 76 percentages of the respondents agree that

their company grant leaves appropriate and 24 percentages of the respondents strongly agree.

Majority 76 percentages of the respondents agree that their company appropriately.

Chart No 4.1.19

Respondent’s opinion toward getting appropriate leaves

60



2 Agree 113 75.3

3 Total 150 100.0

24.7

75.3

Strongly agreeAgree

Table No 4.1.20

Respondent’s opinion towards satisfaction on medical facilities

61


INFERENCE

The above shows that majority 75 percentages of the respondents agree that they were

satisfied towards the medical facilities and 25 percentages of the respondents strongly agree.

It is found that majority 75 percentages of the respondents agree they were satisfied

towards medical facilities.

Chart No 4.1.20

Respondent’s opinion towards satisfaction on medical facilities

62



2 Agree 113 75.3

3 Total 150 100.0

24.7

75.3

Strongly agreeAgree

Table No 4.2.1

63

ANOVA Based On Age And Overtime Allotted

Null Hypothesis (Hο): There is no significant difference between age and over time

allotted.

Sum of Squares Df Mean Square F Sig.

Between Groups 28.620 1 28.620 58.635 .000

Within Groups 72.240 148 .488

Total 100.860 149


Interpretation:

From the above table it is interpreted that, for 1 and 148 degrees of freedom, the critical

value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value, we

reject the null hypothesis and accept the alternative hypothesis.

INFERENCE

From the above table it is inferred that, there is significance difference between the

age and overtime allotted. Hence the null hypothesis is rejected.

Table No 4.2.2

64

ANOVA based on Experience and Handling equipment

Null Hypothesis (Hο): There is no significant different between experience and handling

equipment.


Between Groups 80.028 3 26.676 109.797 .000

Within Groups 35.472 146 .243

Total 115.500 149


Interpretation:

From the above table it is interpreted that, for 3 and 146 degrees of freedom, the

critical value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value,

we reject the null hypothesis and accept the alternative hypothesis

INFERENCE


experience and handling equipment.

Table No 4.2.3

ANOVA based on income and allowance

65

Null Hypothesis (Hο): There is no significant difference between income and allowance

working hours.


Between Groups 50.035 1 50.035 46.821 .000

Within Groups 158.159 148 1.069

Total 208.193 149(Source: primary Data)

Interpretation:

From the above table it is interpreted that, for 1 and 149 degrees of freedom, the

critical value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value,

we reject the null hypothesis and accept the alternative hypothesis

INFERENCE


income and work allowance.

z-TEST

Table No 4.3.1

66

z Test based on Gender and Economic

Null Hypothesis (Hο): There is no significant difference between gender and economic.

Gender N Mean S.D Z value Sig

Male 113 10.247 3.57

2.0531 0.04Female 37 17.00 1.15


INFERENCE

From the above table it is inferred that, there is significance difference

between the gender and economic. Hence the null hypothesis is rejected.

Table no 4.3.2

z Test based on Gender and Workgroup

Null Hypothesis (Hο): There is no significant difference between gender and workgroup.


Male 113 6.69 1.5

17.8049 0.00Female 37 12.86 1.81


INFERENCE


gender and workgroup. Hence the null hypothesis is rejected.

Table No 4.3.3

z Test based on Gender and Work Environment

67

Null Hypothesis (Hο): There is no significant difference between gender and work environment.


Male 113 8.23 1.17

18.7123 0.00Female 37 10.32 .94


INFERENCE


gender and work environment. Hence the null hypothesis is rejected.

CHAPTER V

FINDINGS, SUGGESTIONS AND CONCLUSION

68

5.1 Findings

96 %of the respondents are in the age between 41 and 50 years.

75% of the respondents are male.

96% of the respondents are married.

58 % of the respondents have completed their primary level education.

46 % of the respondent’s monthly income lies between Rs.5001 to 10000.

46 % of the respondents are having above 15 years of work experience.

31 % of the respondents disagree that the wage fixation is not up to the mark.

50 % of the respondents do not have any opinion about the overtime allotted to them

are creating tiresome.

38% of the respondents disagree that the incentive schemes in the organization are not

up to the mark.

41 % of the respondents agree that the allowances are not worth to their working

hours.

72 % of the respondents disagree that the work place exists with unsafe working

condition.

71 % of the respondents strongly agree that the workplace were found with

illumination.

67% of the respondents strongly agree that the levels of safety towards handling

materials are unsafe.

67 % of the respondents strongly agree that the work place exists with defective tools

and equipments to handle.

67 % of the respondents agree that the supervisor follows favoritism.

83 % of the respondents agree towards supervisors’ attitude to kindle their regional

feelings.

83 % of the respondents stated that the company conducted disciplinary rules.

76 % of the respondents agree that their company grant leaves appropriately.

75 % of the respondents agree that they were satisfied towards the medical facilities.

There is a significant difference between the age and overtime allotted. Hence the

null hypothesis is rejected.

There is a significant difference between the experience and equipment handling.

Hence the null hypothesis is rejected.

69

There is a significant difference between the income and allowance. Hence the null

hypothesis is rejected.

There is a significant difference between the gender and economic group. Hence the

null hypothesis is rejected.

There is a significant difference between the gender and work environment. Hence the null hypothesis is rejected.

There is a significant difference between the gender and work group. Hence the null

hypothesis is rejected.

5.2 Suggestions

To overcome the grievance there are few needs indentified by the respondents which are

listed out as below

70

Due do the lack of grievance redressal procedure, the employees should be given an

opportunity to express their dissatisfaction, which will automatically pave a way to

settle their frustration.

During the times of settlement the satisfaction of the employee should be ultimate

goal of an organization.

To follow an effective settlement the company needs to keep a check on arbitrary

actions during grievance procedures.

It is suggested that a good grievance redressal may bring harmonious industrial

relations as employee grievances are settled before they turn into industrial conflict.

5.3 Conclusion

The employee with a grievance first approaches his supervisor/manager and conveys his

problems, verbally. This grievance may also be expressed in a conference of a discussion

specifically arranged for this purpose. The grievance can be settled at this stage if the

supervisor has the requisite people management and problem solving skills. If the employee

is not satisfied with the settlement, the supervisor forwards this grievance to a higher-level

manager or departmental head with a not mentioning the grievance of the employee and the

failure in the first stage of redressal. The manager solving the grievance at this level may be

a business manager or superintendent or an industrial relations officer who checks the

grievance and gives his verdict.

In case of Cambodia Mills Limited the procedures followed by the organization was very

much satisfying and from the survey it was found that almost all the respondents are satisfied

towards the grievance procedures of the organization. The study concludes that this shall be

kept intact to achieve the satisfaction level among employees and organization.

BIBLIOGRAPHY

Biswanath Ghosh, “Human resources development and management”, publishing

house pvt ltd, 2000, Pp 284-294.

71

Reprinted 2005, 2006,2007,2008,2009.

European Trade Union Institute (1989) Collective Bargaining in Western Europe

Garry Dessler, “Human Resource Management” Prentice hall of India, 7th edition,

reprint 1997, Pp 543.

Indrasen I “Some correlation and perception of organizational climate managerial

psychology” Pp 35-45.

Kothari C R, “Research Methodology Methods and Techniques” 2nd edition Vishwa

Prakashan Pp 227-299.

Ozaki (1987), 'Labour Relations in the Public Service,' IL Review, July – Aug.

Prasad I M “Organizational Behaviour” Sultan Chand&Sons Reprient 1998, Pp 229-

350.

Schregle J (1991)'Workers Participation in Decisions Within Undertaking' IL Review

Jan – Feb.

VSP Rao, “Human resource management”2nd edition 2005, Pp 491-506.

WEBSITE:

www.ntc.com (Industry profile and company details) may 28

www.wikipedia.com may 26

www.borjournals.com . June 6

www.indianmba.com/../fc338.html June 8

[email protected] June 11

www.http:ststististic.leard.com/….one-way Anova

www.businessdictionary.com/definition/ grievance .htm may 20

www.griev.com/whatisa grievance .html. may 22

http://www.le.ac.uk/bl/gat/virtualfc/Sta...

http://www.businessdictionary.com/definition/research-methodology.html#ixzz3DwXxuxQW

Questionnaire

A Study on Employees Grievence Handling Procedures in Cambodia mills

ltd, Coimbatore

72

http://www.businessdictionary.com/definition/research-methodology.html#ixzz3DwXxuxQW

http://www.le.ac.uk/bl/gat/virtualfc/Stats/ttest.html

http://www.griev.com/whatisagrievance.html.%20%20may

http://www.businessdictionary.com/definition/grievance.htm

mailto:[email protected]

http://www.indianmba.com/fc338.html

http://www.borjournals.com/

http://www.wikipedia.com/

http://www.ntc.com/

Personal profile:

1. Age

a) Below 25 b) 25-30 c) 31-40

d) 41-50 e) Above 50

2. Gender

a) Male b) Female

3. Marital status

a) Married b) Unmarried

4. Educational Qualification

A) Illiterate b) Primary level

c) Secondary Level c) higher secondary Level

5. Monthly income

a) Below Rs, 3000 b) 3001-5000

c) Above Rs.5000

6. Experience in the present job

A) Below 5 years b) 5 to 10 years

C) 10 to 15 years d) 15 to 20 years

7. In which department are you working now?

A) Management b) Supervisor

C) Worker d) Executive

Economic

8. Do you think that wage fixation is not up the mark?

a) Strongly agree b) Agree c) Neutral

73

d) Disagree e) strongly disagree

9. Do you feel that the overtime allotted to you is creating tiresome?



10. Do you feel that the incentives scheme in the organization is not up to the mark?



11. Do you agree that the allowance is not worth to your working hours?



Work environment

12. Do you think that the workplace you work is unsealing working condition?



13. Do you feel that the workplace you work is having illumination?



14. Do you think that the levels of safety towards handling equipments are unsafe?



15. Do you feel that the work place exists with defective tools and equipments?



74

Supervision

16. Do you think that your supervisor follows favoritism?



Work group

17. Do you feel you have grievances in continuity of service?



18. Do you have any opinion towards the disciplinary rules?



19. Do you feel the company is appropriate in granting leaves?



20. Are you satisfied towards the medical facilities?



75

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