Greviance Handlind Iwp Report (2)

PROJECT REPORTON

“GRIEVANCE HANDLING”

IN

INDIAN WOOD PRODUCTS CO. LTD

PREPARED BY

NAME –…MEENAKSHI GANGWAR……………

MBA-III rd SEM.

SUBMITTED TO

SHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENT

DECLARATION

I, JYOTI declaring that all the information given in this project report is true

and correct to the best of my knowledge

I am also declaring that all the work in this project is done by me

JYOTI

MBA III SEM

ROLL NO.1456670060

PREFACE

There is a famous saying “The theory without practical is lame and practical 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 of Management. 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 of Employee” in IWP

Certainly this analysis explores my abilities and strength to its fullest extent for the

achievement of organization as well as my personal goal.

JYOTI

MBA III SEM

ROLL NO.1456670060

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 for that 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 possible

The 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 procedures

If 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 analysis

1.1.2 Profile

1.1.3 Investors

1.1.4 Quality assurance

1.1.5 Products of IWP

1.1.6 Processing

1.1.7 Sale and distribution

1.1.8 Financial background.

Chapter 2 2.1 Introduction of grievance handling

2.1.1 Definition of GRIEVANCE

2.1.2 Objectives of grievance.

2.1.3 .History of grievance

2.1.4 Type 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 Methodology

4.1 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







as possible






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.




employment tribunal claim against you in a case of unfair dismissal, they could be awarded up

to four weeks' pay.




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 GRIEVANCE

A 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.

http://www.ilocarib.org.tt/Promalco_tool/productivity-tools/keywords/s/s_2.htm

http://en.wikipedia.org/wiki/Revolution

http://en.wikipedia.org/wiki/Rebellion

http://en.wikipedia.org/wiki/Tyranny

http://en.wikipedia.org/wiki/Injustice

Grievance & Grievance Handling

Grievance: “any dissatisfaction or feeling of injustice in connection with one’s 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.

http://www.beknowledge.com/archives/article/grievance-grievance-handling

http://www.beknowledge.com/archives/article/grievance-grievance-handling

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

grievance’s 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 formally

Grievance 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 more

conductive to a positive long-term employment relationship.







as possible






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.




employment tribunal claim against you in a case of unfair dismissal, they could be awarded

up to four weeks' pay.




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 individual’s 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 GRIEVANCE

When 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 grievances

The major causes of grievances have been discovered to be:

1. Loose, faulty or ambiguous contract language

2. Management strategy to undermine the union

3. Union strategies

4. The prevailing social and political environment

5. Historical factors

6. Faulty systems

7. 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 employee’s 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 PROCEDURE

1. 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. legislative

2. administrative and

3. 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

Dismissal

Dismissal 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 employee’s 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 employed

2. 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

PREAMBLE

The 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.

TITLE

This procedure is called “IWP Grievance Handling System”

AIMS & OBJECTIVES

The objectives of the schemes are:

1. Foster employee’s well being2. Provide a systematic mechanism for Grievance Redressed at every level of the

organization. SCOPE

The 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.

DEFINITION

“Employees” for the purpose of this scheme would mean any person who is on the permanent roll of the company.

PROCEDURE OF REDRESSAL

STAGE - 1

The 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-2

The 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-3

The 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-4

The Grievance Redressal Committee consists of the following members:

a). Unit Chief

b). Technical Head

c). Production Head

d). Engineering Head

The 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.

APPEAL

If 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.

GENERAL

1. 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 OF H.O.D. :

NATURE OF GRIEVANCE:



DATE: SIGNATURE:

FORM - 3

(TO BE GIVEN TO GRIEVANCE REDRESSAL COMMITTEE)

NAME :

DESIGNATION :

EMPLOYEE CODE :

DEPARTMENT :



NAME OF H.O.D. :

------------------------------------------------------------------------------------------------------------NATURE OF GRIEVANCE:



VERDICT GIVEN BY THE HOD :


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 of contested employment issue

SELECTION OF PROBLEM

When I joined the training in IWP (India Woods product bly). I was allotted the project of

“grievance handling”

Before 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 PROBLEM

This 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, that’s 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 STUDY

Employees differ as individuals, in their needs, expectations and behavior. When their needs

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 that’s 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 OBJECTIVE

To 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 in

9. 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, tradition

or 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 duties

3. To serve his/her employer with good faith

4. To protect his/her employer’s confidential information.

5. To account for his/her employer’s property placed in his/her charge

6. 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 employee’s failure to exercise reasonable skill

or take reasonable care.

CHAPTER-2

REVIEW OF LITERATURE AND HYPOTHESIS

A 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.

http://findarticles.com/p/articles/mi_kmnew/is_200305/ai_kepm308257/?lc=int_mb_1001

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 LITERATURE

The 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

of employees’ goes unattended or the conditions causing it are not corrected, the irritation is

likely to increase and lead to unfavorable attitude towards the management and unhealthy

relations inthe organization. The formal mechanism for dealing with such worker’s

dissatisfaction is called grievance procedure. 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 and productivity. A grievance procedure is

necessary in large organization which has numerous personnel 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 in

Grievance procedures are

1. Conference among the aggrieved employee, the supervisor, and the union steward

2. 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 of the plant or company. Large organizations do tend to have formal

grievance procedures involving succession of step

CHAPTER-3

AREA OF

STUDY

INDIA WOOD PRODUCT

1 Background

The 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 Executive

K.K MehtaChairman

Bharat Mehta Director

R.P Chetani Director

S.K Mahesvary Director

V.K Mahesvary Director

1.1.1 Company Analysis

According 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 floor

Kolkata– 700001,

West Bengal, India.

E-mail (H.O.): [email protected]

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): [email protected]

Sales Office: 284/85, Katra Peran, Tilak Bazar Khari

Baoli, Delhi 110006

Phone: (+91-11)23940092, 23920092

E-mail: [email protected]

Marketing Head: Mr Rajiv Mundhra

Registrar & Share

transfer agent:

NICHE TECHNOLOGIES PVT. LTD.

D-511, Bagree Market

71, B R B Basu Road,

Kolkata- 700001

Phone: (+91-33)22357270/7271/3070

Fax: (+91-33)22156823

ISIN No.: INE586E01012

1.1.3 Investors

Financial Result

Financial highlights for the financial year ended March 2011

Particulars(Rs. in Thousand)

Paid-up Capital 10,773

Reserves & Surplus 95,107

Profit Before Tax 17,597

Profit After Tax 12,079

Dividend 10%

Earning per share 11.59

1.1.4 Quality Assurance & Research

Achieving 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.

1.1.5Products

Products Other names Annual Production Capacity

Catechu Black Catechu, Katha 600 M.T.

Cutch Vegetable Tanninc 1200 M.T.

Catching Flavanols, cyanidols 300 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 product

Packings Primary Secondary

Pouch Box

100 gm./each.

1kg./each

10 kg. Corrugated Box

20 kg. "

Pan Paste (ready to use) powder 100 gm./each 10 kg. "

50 gm./each in Metal Container10 kg. "

Power (Bulk) 20 kg 20 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, max 12

b. Tannins, min 60

c. Catechins, min 30

d. Insoluble in boiling water, max 05

(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)

Packings Primary Secondary

Block 50 kgs 50 kgs in Wooden Case wrapped in hessian bag

Slab 3.125 kgs 25 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 Processing

Kattha 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 background

Balance Sheet

Total Assets 22 21

Current Assets 31 29

Total Liabilities 22 21

Share holders Equity 7 6

Current Liabilities 11 10

* All the accounts are in INR.

Income Statement

Total Revenues 63 56

Operational Profit

(Loss)3 3

Net Profit (Loss) 1 0

* All the accounts are in INR.

Ratios

Profitability 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 Capital

16.42% 16.32%

Gross Profit Margin 3.45% 3.46%

Operating Profit

Margin5.63% 5.66%

Efficiency Ratio

Inventory Turnover 0.04x 0.05x

Current asset turnover 2.04x 1.9x

Fixed-asset turnover 11.35x 11.03x

Asset Turnover 2.88x 2.79x

Valuation figures and

ratios

S

Earning Before

Interests and Taxes

(EBIT)

3 2

EBITDA 4 3

Enterprise value 99 103

2.79 3.26

Liquidity Ratios

Current Ratio 2.18% 2.32%

Quick ratio 1.15% 1.34%

Doom's day ratio 15.26% 17.46%

Leverage Ratios

Leverage ratio 1.54% 1.86%

Interest Coverage Ratio 2.28% 2.26%

Debt to equity 211.05% 228.63%

Debt to total assets 52.62% 56.24%

Long Term Debt to

Capital9.83% 9.94%

Debt / Enterprise Value 11.82% 11.79%

Trend Ratios

Revenue Trend 13.3% 57.46%

CHAPTER-4

POPULATION

THE POPULATION OF IWP EMPLOYEES IS 270

SAMPLING

Sample size

Out of total employees sample taken among respondent is 50.

Sampling Method

The 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 data

There 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 technique

The 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.

Employee’s 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 don’t have faith and trust on

each other and the second thing is that employees don’t have patience about anything these

are the causes of grievance.

CONCLUSION FOR GRIEVANCE HANDLING

The 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 can’t work properly and they can’t 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 of …SHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENT……………………………………As a part of my MBA curriculum, I am doing the project on“A STUDY ON GRIVEANCES AMONG EMPLOYEES” I 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 purpose

Thanking you

QUESTIONAIRE

1. Is work culture supportive in your organization?MostlyRarely SometimesNot at all

Respondent Percentage

Mostly 46 92%

Rarely 3 7%

Sometime 2 3%

Not at all 0 0

Mostly Rarely Sometimes Not at all0

10

20

30

40

50

60

70

80

90

100

Series 3

Series 2

Series 1

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


Mostly 40 80Rarely 6 13Sometimes 4 7Not at all 0 0

Category 1 Category 2 Category 3 Category 40

20

40

60

80

100

120

140

160

180

200

Series 1Series 2

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


Mostly 37 75

Rarely 7 14

Frequently 6 11

Not at all 0 0


20

40

60

80

100

120

140

160

180

200

Series 1Series 2

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


2 weeks 38 77

6 weeks 8 16

Indefinite 3 5

Depends upon level 1 2


20

40

60

80

100

120

140

160

180

200

Series 1Series 2Column1

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


Mostly 32 65

Hardly 12 25

Partly 6 10

Never 0 0


20

40

60

80

100

120

140

160

Series 1Series 2

Q6 Does the upper Management pressure main reason for Grievance –YesNo


Yes 27 55

No 23 45

Category 1 Category 20

20

40

60

80

100

120

140

Series 1Series 2

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


Yes 21 43

No 29 57


20

40

60

80

100

120

140

Series 1Series 2

8.. What is your grievance?

A)Wage & salaryB)Working conditionC)PromotionD)DisciplineE)Others


Wage and salary 12 24

Working condition 13 26

promotion 15 30

discipline 10 20


5

10

15

20

25

30

35


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


Less than 6 months 32 64

More than6 months 18 36


10

20

30

40

50

60

70


10,. Do you share grievances with your colleague?A)AlwaysB)SometimesC)Never


Always 32 64

Sometimes 18 36

Never 10 0

Category 1 Category 2 Category 30

10

20

30

40

50

60

70


11.. How much time management has taken to redress your grievance?A)

Less than 01 month

B)More than 01 month

C)Pending

respondent Percentage

Less than 1 month 18 45

More than 1 month 12 35

pending 20 20


5

10

15

20

25

30

35

40

45

Series 1Series 2Series 3

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

A)Yes

B)No


Yes 26 54

No 24 46


10

20

30

40

50

60


13.. Are there any discrepancies in handling the grievances in the organization?

A)AlwaysB)SometimesC)Never


Always 18 65

Sometimes 12 15

Never 20 20

Category 1 Category 2 Category 30

5

10

15

20

25

30

35

40


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


Strongly agree 15 25

agree 10 25

neutral 5 15

disagree 20 35


5

10

15

20

25

30

35

40


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)Disagree


Strongly agree 10 20

Agree 12 25

Neutral 7 15

Disagree 21 40


5

10

15

20

25

30


16. Grievance redressal is one of the major components of job satisfaction.

A)Strongly agreeBAgreeC)NeutralD)

Disagree


strongly 12 25

agree 14 35

Neutral 10 15

disagree 14 25


5

10

15

20

25

30


Documents

Greviance Handlind Iwp Report (2)