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The study was mainly conducted to find out the causes and sources of
grievance, the time taken and the efforts of trade union to resolve the grievance,
the behavior and the attitude of supervisor, and the remedial measures so as to
reduce the rate of grievance.
The study is based entirely upon primary data, which was obtained through
direct interview and structured questionnaire. The sample sizes about 100
employees were considered.The charts were used for the analysis and meaningful
inferences were drawn from it.
From the data collected, findings and suggestions obtained. It will help the
company to know the grievance of the employees.
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INTRODUCTION
The major disputes may be handed over to the statutory machinery set up
under the industrial disputes act 1947, but minor disputes or grievances cannot be
referred to the statutory machinery and must be settled by negotiations or by
establishing a grievance procedure so that the industrial relation should not be
embittered.
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Why Grievance Arise?
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union to investigate and discuss the problems at issue without in any interrupting
the peaceful and orderly conduct of business.
Pragati
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PROFILE OF PRAGATI
ENGINEERING PRIVATE LIMITED
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Pragati engineering follow the principle of "Do it right first time and
Dontastu" better than the best every time, which has resulted achieving the full
customer satisfaction.
Within a short span of few years Pragati has been able to make a name in the
areas of project management as well as special purpose machinery manufacturing
and reconditioning in rubber related industry.
Today the company has a reasonably good satisfied customer base and our
endeavour is to expand the horizon by offering quality services at reasonably
affordable prices.
Pragati engineering has a full time dedicated team and a set a quality
upgradation system. Shortly the company plan to be an ISO 9000 company.
Human Resource is the biggest single factor that decides the difference
between big- time success and ordinary achievement. Bearing this in mind, pragati
engineering have involved our activities with these core arenas of modern services
industry.
Pragati engineering are in this core business for last 5 years. Pragati
engineering operate within the framework of our core values - professionalism,
strong performance ethics, stable structure, honesty and integrity. These practices
collectively help us to work towards delivering a commitment given to our clients
with the best quality services in the industry.
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Commitment
“Pragati engineering will never walk away from the project and the tasks you
entrusted to us to fulfill and pragati engineering will always put forth the effort and
resources to do whatever it takes to complete and deliver your project on time”
Dedication
Pragati engineering are dedicated to serving, satisfying and retaining existing
customers and to win new ones through excellence performance.
Vision
To exceed the client’s expectations by providing innovative, systematic and
goal- orientated quality services and solutions to enable them to operate at fullest
potential with competitive edge in modern industry.
Mission
To provide clients with Efficient, Cost –Effective and Quality services and
solutions by continuous review and improvement in our Services and Facilities
taking into account the exact needs and expectations of our clients.
Company’s Capabilities
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resources of existing plants. Pragati engineering handle assignments either
on turnkey basis or on part responsibility basis.
• Consultancy services in the field of maintenance management including
annual maintenance contract for the entire plant or critical equipments, shut
down maintenance, reconditioning of critical/heavy equipments and
automation.
• Design, manufacture and supply of special purpose machines including
custom built.
• Supply of spare parts including indigenization of spares.
• Supply of materials including special purpose items for all types of
industries.
1. ENGINEERING
• Conceptual Engineering
• Conceptual Design & Study
• Feasibility Study
• Front End Engineering Design
• Basic Engineering
• Detail Engineering
• Design Field Engineering
• Engineering Manuals
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TYPE OF MANPOWER
I. Design Engineer
II. Designer / Checker
III. Field Engineer / Field Designer
DISCIPLINE - MANPOWER
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• Risk Analysis Engineer
• Loss Prevention Engineer
• Fire System Design Engineer
• HVAC Design Engineer
• PDS, PDMS, SACS, INTOOLS, E RACEWAY, Process
Simulations Specialist.
2. PROJECT / PROCUREMENT
• Project Management
• Contract Management
• Master plan for the entire project
• Procurement Management
• Supply Chain Management
TYPE OF MANPOWER
I. Manager
II. Engineer
III. Coordinator
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DISCIPLINE - MANPOWER
• Project Engineer
• Project Control Engineer
• Contract Administrator
• Contract Engineer
• Proposal Engineer
• Estimation Engineer
• Costing Engineer
• Planning Engineer
• Schedule Engineer
• Procurement Engineer
• Purchase Engineer
• Bulk Material Buyer
• Material Coordinator
• Logistic Coordinator
• Shipping Coordinator
• Supply Chain Coordinator
• Inspection Engineer
• Expediting Engineer
• QA / QC Assurance
• Material Planning & Control
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Scope of the study
The main aim of the study is to identify the grievance and reduce it to a lower
rate. The scope of study has been extended to all types of employees both male and
female to measure the level of grievance towards pragati engineering private
limited.
The survey covers 100 samples and the employees were interviewed and
questioner was used to determine the problem that leads to grievance and the data
were tabulated and interpreted suggestions were also offered to the management to
reduce the grievance.
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The management should take steps to find out the grievance and make the
employees to feel comfortable so that the efficiency of the employees is increased.
The chapter gives brief review of the study. This is to have a clear view of the
study and the objectives and hypothesis.
The problem of grievance is continuous and the management has to find out
the grievance of the employees.
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Objectives of the study
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Limitations of the study
The time durations for interviewing were only short period and employees
are called while they are at work.
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The questionnaire had to explain in the regional language.
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Review of Literature
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their employees. These grievance may be real or imaginary, valid or invalid,
genuine or false. Broadly speaking a complaint affecting one or more workers
constitutes a grievance. The complaint may be related to the quantum of wages, the
mode of payment, payment for overtime work , leave. Interpretation, of service
agreements, working conditions, promotions, seniority, transfers, work assignments,
dismissal or discharge, or a complaint against a foreman, against the quality of the
plant or the parts used in it, machinery: or the food available in the canteen.
Definitions:
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Meaning :
From a practical point of view, it is probably easier to list those items that
don’t precipitate Grievance than to list the ones that do just above any factor
involving wages, hours or conditions of employment has and can be used as the
basis of Grievance.
Calhoon Observes:
Characteristics of Grievance:
1. Factor :
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The employer employee relationship depends upon the job contact in
any organizations. This contract indicates the norms defining the limits
within which the employee expects the organizations to fulfill his aspirations,
needs or expectations. When these legitimate needs of exceptions or
aspirations are not fulfilled, the employee will be dissatisfied with the job.
Such dissatisfactions are called factual Grievance procedure.
2. Imaginary:
When the job contract is not clear-cut does not indicate the norms
defining the limits within which the employee expects the organization to
fulfill his needs or aspirations, employee develops such needs which the
organizations is to oblige to meet. Here Grievances are not based on facts.
Even then, the employee feels aggrieved. Normally, the organization does not
feel any kind of responsibility for such Grievance and their redressal ,
because they are based not only on wrong perceptions of the employee but
also on wrong information. However such Grievance can have far-reaching
consequence and organization because the employees are likely to develop an
altogether negative attitude towards the organizations, which decrease their
effectiveness and in work.
3. Diguised:
Grievance:
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i. Concerning wages :
c. Charges are made disciplinary discharged are lay-off has been unfair;
that the penalty is too severe for the offence that is supposed to have
been committed; that the company wanted to get a rid of the
employees; hence the charges against him
v. Collective bargaining:
Do’s
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1) Investigate and handle each and every case as though it may eventually result
in an arbitration hearing.
2) Talk with the employee about his Grievance gives him a good and full
hearing.
3) Get the union to identify specific contractual provisions allegedy and violated
.
5) Comply with the contractual time limits for the company to handle a
Grievance.
Don’t
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3) Give long written Grievance answers.
Identification of Grievance:
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1. Exit interview:
On the pattern of suggestion box system, the management can use gripe box
system to collect information about grievance from the employees. If need be the
employees many of encouraged to drop anonymous. Complaints as they may
develop a feeling that their identify for reporting complaints many invite
victimization especially when the complaints relate to management or supervision
styles and other personal matters. This methods more appropriate in them
organisation where there is lack of trust and understanding between employees and
their supervisors.
3. Opinion surveys:
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survey including all the above aspects. These surveys encourage the employees to
express their views more openly as these are conducted by persons who are not the
supervisors of the employees, further the employees identify is not disclosed.
Alternatives to formal surveys may be group meetings, periodicals interviews,
collective bargaining sessions, and informal get-together through which the
information about the current state of grievance may be collected.
Open door policy implies that the employees are invited to discuss their
problem freely and frankly at any tome or drop their complaints to the relevant
manager’s room at any tome. The basic objective of an open door policy is to
encourage upward communication. However open door policy works effectively
when the mangers develop positive approach and keep their roars open physically
and psychologically. In large organizations open door policy should be adopted at
each successive management level.
1) It brings Grievance into the open so that management can learn about them and
try corrective action.
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2) It helps in preventing grievances from assuming big proportions. The
management catches and solve a Grievance before it becomes a dispute.
2) Acceptability:
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(a) A sense of fair-play and justice to the work
3) Simplicity:
4) Promptness:
b) No matter should ordinarily be taken up at more than two level i.e. normally
there should be only one appeal
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designated by the management. Thereafter, a reference may be made to the
grievance committee and finally to the top management.
d) Time limit should be placed at each step and it should be rigidly followed at
each level.
5) Training:
6) Follow up:
2) A grievance should not be postponed in the hop that people will “see the
light” themselves. If an executive is tired, in a bad temper, or otherwise
feeling out of sorts, he may courteously, apologetically and with regret
postpone a grievances hearing, but he should never say something that would
never the distrust or enmity of the aggrieved employee.
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3) All grievances should be put in writing. This is necessary to avoid ambiguity
and to correctly determine the exact nature of a grievance writing about the
ambiguous nature of most grievances, jacius observers that” grievances of
today often have their roots in the acts of yesterday and their branchy in the
effects of tomorrow. The roots are sometimes difficult to locate, and how the
branch will grow, difficult to forecast. But difficult though the task is, it must
be tackled as best as one can, else grievance band ling becomes grievance
fighting”. A vague grievance will have to be solved over again.
5) The worker should be given free time off to pursue his grievance.
6) Management should make a list of all solutions and later evaluate them one
by one interns of their total effect upon the organisation and not solely upon
their immediate or individual effect tentative solutions.
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8) Follow – up must be done by the management to determine whether action
taken but it has favourable changed the employee’s attitude or not.
Company Union
Representativ Arbitration Representativ
e e
Employee
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Grievance Handling Procedure in Large Company
Company Union
Arbitration Representativ
Representativ
e e
Step 5
Step 3
Company Union
Grievance Committee
Employee
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Grievance Handling Procedures
Immediate Supervisor
Grievance Committee
Manager
Voluntary Arbitration
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Research methodology
Data Collection:
After identifying and defining the research problem and determining specific
information required solving the problem, the next step is to look for the type and
source of data that may yield the desired results. There are mainly two types of data
that a research can collect one is the primary data and the other is the secondary
data.
Primary data:
It forms the major part of the study. Responses obtained from the employees
of various designation and department in Balaji distilleries limited formed as the
primary source of date. Questionnaires were circulated among the employees so as
to collect accurate data and result.
Secondary data:
Approach:
Primary data was collect through survey method. Some respondents were
asked to fill the questionnaire by themselves and the remaining respondents were
interviewed personally. Since the face-to-face interview was conducted to extract
data from them.
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Questionnaire design:
The questionnaire designed was based on a structured format and there were
both open ended and closed question, which was very clear to the respondents.
Data analysis:
i. Chi-square test
iv. Correlation
Percentage method:
Chi-square test:
The ᴪ2 = ∑ (O-E)2 \ E
O - Observed Frequency
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E - Expected frequency
E=(RT*CT)/ N
CT= The column total for the column containing the cell
Uses:
XW=E(wx) / EW
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Where XW represents the weighted average X represent then variable values
is x1,x2....xn.
Correlation:
r=∑ xy / ∑x2x∑y2
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Analysis and Interpretations
Table-1
Classification of Employees
(Age wise)
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2 35 – 50 35 35%
3 50 above 10 10%
TOTAL 100 100%
Inference:
The table shows that 55 % of the respondents fall under the age group of 20 – 35
and 35% of the respondents are under the age group of 35 – 50 and 10% of the
respondents are above 50.
CHART - 1
Classification of Employees
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Age Group
Table-2
Work experience
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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 1 - 10 20 20
2 11 - 20 80 80
3 21 – 30 - -
4 30 & above - -
Total 100 100
Inference:
CHART - 2
Work experience
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Age Group
Table-3
Classification of employees
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(gender wise)
Inference:
The table estimates that 60% of the respondents are male and 40% of the
respondents are female.
CHART - 3
Classification of employees
(gender wise)
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Table-4
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2 Partly satisfied 41 41
3 Dissatisfied 10 10
Total 100 100
Inference:
The estimates that 49 % of the respondents are satisfied with physical working
condition and 41 % of the respondents are partly satisfied and 10% of the
respondents are dissatisfied.
CHART - 4
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Table-5
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Wage satisfaction level
Inference:
The table shows that 79% of the respondents are accepted with their wages
given by the management and 21% of the respondents are not accepted.
CHART - 5
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Table-6
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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Very high 20 20
2 High 25 25
3 Normal 55 55
Total 100 100
Inference:
The estimates that 20% of the respondents are having very high work load
and 25% of the respondents are having high work load and remaining 55% of the
respondents are having normal work load.
CHART - 6
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Table-7
Welfare facilities
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Canteen 66 34 10
Restroom 53 33 14
Medical 61 23 11
Tool:
Weighted mean
Canteen =66+68+30/100=1.64
Medical =61+56+33/100=1.50
Inference:
The above shows that highest value of 1.64 of the respondents feels that
canteen facility is excellent. 1.50 of the respondents feels that medical facility is
moderate.
Table-8
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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Less than 15 days 49 49
2 15-30 days 36 36
3 30-40 days 15 15
Total 100 100
Inference:
The table estimates that 49% of the respondents says that their grievance are settled
in less than 15 days and 36% of the respondents says that their grievance are settled
in 15-30 days and 15% of the respondents says that their grievance are settled in 30-
40 days.
CHART - 7
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Table-9
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RESPONDENTS
1 Good 31 31
2 Fair 54 54
3 Poor 15 15
Total 100 100
Inference:
The table shows 54% of the respondents are agree with the behavior of
supervisor is fair and 31% of the respondents are agree with the behavior of
supervisor is good and 15% of the respondents are agree with the behavior of
supervisor is poor.
CHART - 8
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Table-10
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RESPONDENTS
1 Allowed 70 70
2 Not Allowed 30 30
Total 100 100
Inference:
CHART - 9
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Table-11
Inference:
The table estimates that 55% of the respondents feel very good about their
colleagues and 46% of the respondents feel good about their colleagues and 9% of
the respondents feel fair about their colleagues.
CHART - 10
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Table-12
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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Very Good 60 60
2 Good 29 29
3 Satisfactory 11 11
Total 100 100
Inference:
The table estimates that 60% of the respondents have very good relation with
the workers and management and 29% of the respondents have good relation with
the workers and management and 11% of the respondents have satisfactory with
their relation .
CHART - 11
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Table-13
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EDUCATIONAL CAREER DEVELOPMENT PROGRAM
QUALIFICATION YES NO TOTAL
10th 34 15 49
IIT/diploma 19 11 30
UG 11 2 13
PG 5 3 8
Total 69 31 100
X y X-X X2 y-y Y2 Xy
34 15 16.75 280.56 7.25 52.56 121.44
19 11 1.75 3.06 3.25 10.56 5.69
11 2 -6.25 39.06 -5.75 33.06 35.94
5 3 -12.25 150.06 -4.75 22.56 58.19
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69 31 472.74 1128.7 221.26
4
X=∑x/n=69/4
Y=∑y/n=7.75
R=0.934
Inference:
Table-14
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Total 100 100
Inference:
The table shows 63% of the respondents are agree with the reasonable
distribution of overtime and 37% are not agreed.
CHART - 12
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Table-15
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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Yes 66 66
2 No 34 34
Total 100 100
Inference:
66% of the respondents are agree with the satisfaction of leave facility available to
them and 34% of the respondents are not agreed.
CHART - 12
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Table-16
Inference:
CHART - 13
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Findings and observations
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2. Majority of the respondents were found to be male.
3. More than half of the respondents are satisfied with the present job.
11.75% of the respondents are agree with that the union is participate in
solving grievance.
17.More than half of the respondents are agree with proper career
development program of the company.
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18.80% of the respondents have the work experience of 11-20 years.
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Suggestions
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Employees are in need of proper career development should be conducted at
the regular intervals.
21% of the employees are not satisfied with the salary so measures can be
taken to satisfy them.
The management should be impartial with workers express their feelings and
dissatisfaction.
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Conclusion
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The grievance should be open so that management can learn about them and
try corrective action. For an established organization “ Pragati engineering private
limited” they can always try to improve their standard by making good
psychological relationship with employees and by solving employee’s problems
not only in the industrial but also in the family. The action taken by the
management should make the employees change their character but not to confuse
the life of the employees. So the handling of grievance by the Pragati engineering
private limited must be improved so as to induce a more comfortable working
climate of the employees.
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Bibliography
v.s.p. rao
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Questionnaire
1. Name :
2. Age :
4. sex :
a)male( ) b)female( )
5.Educational Qualification:
d) postgraduate( )
a)satisfied( ) b)dissatisfied( )
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a)accepted( ) b)not accepted( )
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a)very good( ) b)good( ) c)satisfactory( )
a)yes( ) b)no( )
a)effective( )
b)not effective( )
c)partially effective( )
a)yes( ) b)no( )
a)yes( ) b)no( )
a)yes( ) b)no( )
b)proper counseling( )
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