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INTRODUCTION 1

INTRODUCTION

1. INTRODUCTION

A grievance is a wrong or hardship suffered, which is the grounds of a complaint. Grievance-handling is a very important and sensitive area of the work profile. It is, none- the-less, an area that is, at best, taken for granted and, at worst, grossly neglected by the service providers as it does not fall into the category of "urgent matters". Its importance is very often not appreciated by those who ought to recognise the value of grievances in order to develop a diagnosis of what ails a Department or agency. There is, perhaps, a reasonable justification for this perception of the grievance-handling mechanism among the citizens at large. Every grievance points to a missed pulse beat somewhere in the organisation, and when grievance-prone areas are identified and analysed, it can frequently prevent "cardiac arrest" or avoid a "moment of truth" for the organisation. One does not have to await public interest litigations and contempt proceedings in a court of law before addressing grievances and grievance-prone areas. There are specific factors that make for a sound complaints-handling system. It should ideally be accessible, simple, quick and fair. It should also respect confidentiality, be responsive, effective and accountable. It should provide feedback to management for systemic reform.

Accessibility

Grievance-handling is decentralised and grievances are settled independently by each Department or agency. There is a provision for accessibility of publicly notified Grievance Officers to meet the aggrieved persons at specified times and on specified days of the week. Telephone numbers and contact addresses of the Grievance Officers are widely publicised. Complaint boxes are placed at or near the reception desks. Information and Facilitation Counters (IFCs) have been set up by the organisations with a large public interface.

Simplicity

The streamlining of complaints-handling is essential and, though an outline of the Company’s requirements to assess a grievance is publicised, no strict proforma for application is laid down.

Speed

Time limits have to be fixed and notified for grievance-handling and final disposal by each organisation.

Fairness

It is not as easy as it sounds, as it requires balancing fairness towards the complainant with fairness towards the organisation and the individual complained against. Perception of fairness can vary sometimes even in the face of true impartiality. Transparency on the part of the decision-making and implementing authority goes a long way towards ensuring fairness.

Confidentiality

It needs to be maintained in all cases, particularly in matters such as dispute settlement in land-revenue or police cases. With the increasing use of information technology, provisions for maintaining confidentiality are being built into grievance software too.

A reply to any grievance must cover all points raised and not address the grievance partially. Moreover, if an application is rejected, the reasons for such rejection must be made explicit. If there is any follow-up action, it must be pursued. This is not to say that such consideration is to be given to frivolous or fictitious complaints or to those which are persistently repeated, despite a well argued final reply having been sent.

In order to be effective, the grievance redress mechanism should provide specific remedies. Remedies vary from compensations and refunds to repairs and replacements, from giving requisite information to tendering an apology. The concept of providing remedies requires a paradigm shift from an inherently defensive stance to one which is based on reaching out with goodwill to the aggrieved person. It also requires a degree of sensitive handling and can differ from case to case. Remedies also work towards ensuring both organisational and individual accountability.

An accountable grievance-handling system is open to scrutiny by clients, government and agency staff. Agencies can make their grievance redress mechanism more accountable by publishing information on the system and service delivery standards, and reporting on the outcomes of complaints and citizen satisfaction levels in annual reports and other public documents.

1.1 UNION LABOR

In a labor union, a grievance is the subject of a complaint filed by an employee to be resolved by procedures provided in the union contract. Such a grievance may arise from an alleged violation of the collective bargaining agreement, or violations of law, such as workplace safety regulations ...

Ordinarily, unionized workers must ask their operations managers for time during work hours to meet with a shop steward in order to discuss the problem, which may or may not result in a grievance. If the grievance cannot be resolved through negotiation between labor and management, mediation, arbitration or legal remedies may be employed. Typically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he or she has filed a grievance or not. The difference between a grievance and a complaint, in the unionized workplace, is whether the subject matter relates to the collective bargaining agreement.

1.2 HISTORY AND POLITICS

A grievance may arise from injustice or tyranny, and be cause for rebellion or revolution.

The revolt of English barons in the early thirteenth century which led to the Magna Carta of 1215 was partly motivated by grievances against abuses by King John. This right to Petition the king, for grievances, was affirmed in the Bill of Rights 1689.

The United States Declaration of Independence is mainly an enumeration of the colonists' grievances against King George III. The right "to petition the Government for a redress of grievances" is recognized in the First Amendment to the United States Constitution.

A grievance is a sign of an employee’s discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employee’s rights. One of the effective ways of minimizing and eliminating the source of an employee’s grievance is by having an ‘open door policy’. An ‘open door policy’ facilitates upward communication in the organization where employees can walk into a superiors’ cabin at any time and express their grievances. The National Commission on Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever a grievance is expressed. Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods ‘problem-solving’ method is most likely to bring about a win-win situation.

Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations.

1.3 CAUSES OF GRIEVANCES

Causes of Grievances Among Workers:-

i. Concerning wages

Demand for individual adjustment; the worker feels that he is

underpaid.

Complaints above incentives; pieces rates are too low or too complicated.

Mistakes in calculating the wages of a worker.

ii. Concerning Supervision

Complaints against discipline

Objection to having a particular foreman; the foreman ignores the complaints.

Objection to the manner in which the general methods of the supervision are used; rules and regulations are not clearly posted

iii. Concerning Individual Advancement

Complaint that the employees record of continuous service has been unfairly broken.

Complaints that the claims of senior persons have bee ignored; that younger workers have been promoted ahead of older and more experienced employee.

Charges are made that disciplinary discharge or lay-off has been unfair.

iv. General working conditions

Complaints about toilet facilities being inadequate; about dirty lunch rooms.

Complaints about working conditions; dampness, noise, fumes and another unpleasant and unsafe condition, which can be easily corrected; overtime is unnecessary.

v. Collective Bargaining

The company is attempting to undermine the trade union and the workers who belong to that union; the contract with labour has been violated.

The company does not .allow the supervisors to deal with, and settle, the grievances of the employees

The company disregards precedents and agreements already arrived at with the workers and or their trade unions.

Employee Grievances may be due to:

Demands for individual wage adjustments

Complaints-about the incentive system

Complaints about the job classification

Complaints against a particular foreman

Complaints concerning disciplinary measures and procedures

Objections to the general methods of supervision

Loose calculation and interpretations of seniority rules and unsatisfactory interpretation of agreements

Promotions

Disciplinary discharge or lay-off

Transfers for another department or another shift

Inadequacy of safety and health services/devices

Non-availability if material in time

Improper job assignment

Undesirable or unsatisfactory working conditions

Causes of Grievances in the Management:-

Indiscipline

Go slow tactics

Non-fulfillment of the terms of the contracts signed between the management and

the workers of their trade union Failure of the trade union to live up to its promises to the management

Questionable methods adopted by trade union to enlist members

Trade union rules which conflict with the terms of contract arrived at between the trade, union and the management

1.4 PRECAUTIONS AND PRESCRIPTIONS

The management should take care of following aspects to develop a culture of trust and confidence upon the employees.

  • 1. Always ensure that the managers involved in the grievance handling procedures have a

quiet place to meet with the complainant.

  • 2. Always ensure that managers have adequate time to be devoted to the complainant.

  • 3. Explain manager's role, the policy and the procedures clearly in the grievance handling

procedure.

  • 4. Fully explaining the situation to the employee to eliminate any misunderstanding and

promote better acceptance of the situation complained of.

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

  • 6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb

the system.

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

  • 8. Always focus on the subject of the grievance than allied issues.

  • 9. Don't make threats manage the grievances.

10.

Never make use of allegations against personalities.

  • 11. Be aware of the staff member's potential concerns to the possible repercussions of

raising a grievance.

  • 12. Don't become angry, belligerent, or hostile during grievance handling procedure.

  • 13. Do listen for the main point of arguments and any possible avenue to resolve the

grievance.

  • 14. Listen and respond sensitively to any distress exhibited by the employees.

  • 15. Eliminating the source of the irritation or discomfort being complained of.

  • 16. Reassure them that the managers will be acting impartially and that your hope is to

resolve the matter if possible.

  • 17. Don't "horse trade" or swap one grievance for another (where the union wins one,

management wins one). Each case should be decided on its merits.

  • 18. Avoid usage of verbosisms like "it will be taken care of."

  • 19. Ensure effective, sensitive and confidential communication between all involved.

  • 20. Take all possible steps to ensure that no victimization

occurs

as

a result

of the

grievance being raised.

  • 21. The investigator or decision maker acts impartially, which means they must exclude

themselves if there is any bias or conflict of interest.

  • 22. All parties are heard and those who have had complaints made against others are

given an opportunity to respond.

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

  • 24. Ensuring that there is proper investigation of the facts and figures related the problem

under concern.

  • 25. Consider all relevant information in the investigation process.

  • 26. Ask the staff member their preferred resolution option, although it is important to

make it clear that this may not be a possible outcome.

  • 27. Be aware of the limits of authority of the person who involved in the grievance

handling procedures.

  • 28. If the manager feels that he/she is not the appropriate person (senior manager) to deal

with the issue refer the complainant to the appropriate person as soon as possible.

  • 29. Try to get a better idea of whether the alleged discrimination or harassment happened

or didn't happen.

  • 30. Tell them exactly what they are supposed to have done, to whom and explain, why

this may be seen as discrimination/harassment or as inappropriate.

  • 31. Grievances are preferably to be settled informally at the level of the employee's

immediate supervisor.

  • 32. Try the level best to involve team members to resolve the crisis at unit level itself.

  • 33. Avoid as far as possible the union involvement in conflict resolution situation

process.

34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint.

To a great extend the aggravation of industrial problems depends on manager's approaches and attitude in effective handling of employees grievances. Care should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. The conflict management approaches include the win-win strategy that help in the healthy organisational practices and which reflects the strong organisational culture. The cooperation from both parties is the pre-requisite to handle the problem and effective settlement of the grievances. Conscious use of professional self can help managers in the conflict handling situations grievance redressal process.

1.5 GRIEVANCE PROCEDURE

Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.

1. Open door policy 2. Step-ladder policy

Open door policy: Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door policy is suitable for executives; operational employees may feel shy to go to top management.

Step ladder policy: Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an

employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superior’s decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties.

GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 16th session of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery. According to it, workers’ representatives are to be elected for a department or their union is to nominate them. Management has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are:

STEP 1: In the first step the grievance is to be submitted to departmental representative, who is a representative of management. He has to give his answer within 48 hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days.

STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of Grievance Committee must be

communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The management must communicate its decision to the worker within 7 days.

STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary arbitration.

1.6

UNDERSTANDING GRIEVANCE PROCEDURE IN HUMAN
UNDERSTANDING
GRIEVANCE
PROCEDURE
IN
HUMAN

RESOURCE MANAGEMENT

If an organization has to move towards excellence, maintenance of harmonious and cordial relationship is a vital condition. Similar to organization’ expectations from the employees. The employees do have more expectation in terms what they have contributed to each other. Failure to meet with each others expectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of

continuing

in nature and often judicial-

legal

process may

not be

of

much

help in

resolving them.

Managing Discipline:

In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fixed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organization. Promotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. They are normally

  • - A shared culture

  • - Inculcation of positive attitudes

  • - Scope for problem solving and

  • - A feeling of satisfaction

(1)Approaches to Deal with Indiscipline:

This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic.

[

(2) Judicial Approach:

This is only an after effect approach. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. This is a time consuming process and conducive climates are not often restored.

(3) Humanistic Approach:

It lays emphasis on a healthy inter personal relationship between the employer and employee. Corrective steps are taken in helping the employees to get over their difficulties and to the extent possible, punitive actions are avoided inspite of some perceived inconsistency that may exist among other workmen.

(4) Human Resources Development (HRP) Approach:

Keeping in mind the Theory Y and its implications, organizational goals have to be enhanced through adequate training, motivational patterns and personnel policies. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. Likewise, the effectiveness in maintaining discipline is also possible through the process of leadership. A leader has to exhibit mutuality of interaction, persuation, highly interpersonal in his relationships and get himself involved and should expect participation from others to achieve the organizational goals and bear in mind not to indulge in favoritism while taking appropriate actions.

To avoid displeasure among the employees while enforcing discipline, it would be a desirable course of action if only one employees his diagnostic skills and intervention skills. If a change is to be expected in an individuals behavior, some amount of influence had to be exercised in order to create a congenial atmosphere.

Managing Grievance:

In a democratic set up any employee should be in a position to express his dissatisfaction, whether it be a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. The feeling of discontent or dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been presented in a highly informal way. A complaint turns into a grievance when (I) there is a feeling of injustice (II) expressing the feeling formally, either verbally or in writing and (III) it is related to policies, procedures and operations of the organization. The National Commission on labour (1969) for example defines grievance in the following way:

“Complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitude grievance. Where the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedure”.

Nature and Causes of Grievance:

In an organization a grievance may be presented by an employee or group employees, with respect to any measure or a situation that directly affects the individual or is likely to affect, the conditions of employment of many workers. If such a grievance is transformed into a general claim, either by the union, or by a group of employees, then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining.

In ‘Grievance Procedure, A survey of practices in industries in India’, it’s classified in to 19 causes of employee grievances have been outlined. They are 1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5. Disciplinary action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature of job 11. Payment 12. Acting promotion 13. Recovery of dues 14. Safety appliances 15. Superannuation 16. Suppression 17. Transfer 18. Victimisation and 19. Condition of work.

The international labour Organization (ILO), clarifies a grievance as a compliant of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulation, covering such areas as overtime,leave,transfer,promotions,seniority,job assignment and termination of service.

REVIEW OF LITERATURE 17

REVIEW OF LITERATURE

2. REVIEW OF LITERATURE

Several reviews of grievance procedure research were published in the mid to late 1980s (Gordon & Miller, 1984; Labig & Greer, 1988; and Lewin & Peterson, 1988). This review article will focus on grievance research published over the decade. First, the authors of the previous reviews noted the relative scarcity of grievance procedure research. Given the importance of grievance procedures for facilitating justice in the workplace, Gordon and Miller note that this neglect is "disturbing." Second, the grievance research up to the mid-80s was criticized for being largely descriptive and atheoretical. Most of the early studies on grievance procedures were case studies of procedures in selected organizations, utilizing an historical and institutional approach. Behavioral research grounded in social science theories was lacking. Lewin and Peterson (1988) noted a shift from the case study and single research site approach toward quantitative studies and larger data bases.

Third, a related criticism is the lack of common foci. For example, studies of grievance initiation may approach the decision to file a grievance as if it were entirely an employee decision, or grievances may be viewed as organizational phenomena. Several studies have proposed or utilized very general research frameworks or systems models of the grievance process (e.g., Knight, 1985 and Lewin & Peterson, 1988), but these are very descriptive in nature and do not generate testable hypotheses. As Heneman (1969) noted however, every system is embedded in a larger system, and every system includes partial or sub-systems.

Only Lewin and Boroff (1994) explicitly control for grievable events in a study of grievance initiation. In their analysis of individuals' probability of exercising voice and exit behaviors, they censored their sample to include only those employees who indicated that they perceived themselves to have experienced unfair treatment. Other studies have attempted to control for grievable events indirectly. Bemmels, Reshef and Stratton-Devine(1991) and Bemmels (1994a) included measures of supervisors' behaviors and the stewards' assessment of the supervisors' knowledge of the collective agreement. The rationale for their inclusion is that the occurrence of grievable events will be related to the behavior patterns of the supervisors and their knowledge of the collective agreement. Allen and Keaveny (1985) also included respondents' "attitudes toward their supervisors" and "feelings of pay inequity" which will likely reflect the occurrence of grievable events.

COMPANY PROFILE 20

COMPANY

PROFILE

3. COMPANY PROFILE

3. COMPANY PROFILE 3.1 ABOUT MILKFED The Punjab State Cooperative Milk Producers’ Federation Limited popularly knownMILKFED Punjab, came into existence in 1973 with a twin objective of providing remunerative milk market to the Milk Producers in the State by value addition and marketing of produce on one hand and to provide technical inputs to the milk producers for enhancement of milk production on the other hand. Although the federation was registered much earlier, but it came to real self in the year 1983 when all the milk plants of the erstwhile Punjab Dairy Development Corporation 21 " id="pdf-obj-20-6" src="pdf-obj-20-6.jpg">

3.1 ABOUT MILKFED

The Punjab State Cooperative Milk Producers’ Federation Limited popularly known as MILKFED Punjab, came into existence in 1973 with a twin objective of providing remunerative milk market to the Milk Producers in the State by value addition and marketing of produce on one hand and to provide technical inputs to the milk producers for enhancement of milk production on the other hand.

Although the federation was registered much earlier, but it came to real self in the year 1983 when all the milk plants of the erstwhile Punjab Dairy Development Corporation

Limited were handed over to Cooperative sector and the entire State was covered under Operation Flood to give the farmers a better deal and our valued customers better products.Today, when we look back, we think we have fulfilled the promise to some extent.The setup of the organisation is a three tier system, Milk Producers Cooperative Societies at the village level, Milk Unions at District level and Federation as an Apex Body at State level. MILKFED Punjab has continuously advanced towards its coveted objectives well defined in its byelaws.

Limited were handed over to Cooperative sector and the entire State was covered under Operation FloodMILKFED Punjab has continuously advanced towards its coveted objectives well defined in its byelaws. 3.2 ORGANISATION State Govt. & Other Nominees Principal Secretary (Finance Department) Government (State Govt. Nominee) of Punjab Financial Commissioner (Cooperation) Government of Punjab 22 " id="pdf-obj-21-6" src="pdf-obj-21-6.jpg">

3.2 ORGANISATION

Limited were handed over to Cooperative sector and the entire State was covered under Operation FloodMILKFED Punjab has continuously advanced towards its coveted objectives well defined in its byelaws. 3.2 ORGANISATION State Govt. & Other Nominees Principal Secretary (Finance Department) Government (State Govt. Nominee) of Punjab Financial Commissioner (Cooperation) Government of Punjab 22 " id="pdf-obj-21-10" src="pdf-obj-21-10.jpg">

State Govt. & Other Nominees

 

Principal

Secretary

(Finance

Department)

Government (State Govt. Nominee)

of

Punjab

Financial

Commissioner

(Cooperation)

Government

of

Punjab

(State Govt. Nominee)

 

Financial

Commissioner

&

Secretary

(A.H.)

Government

of

Punjab

(Director)

Registrar Punjab (State Govt. Nominee)

Cooperative

Societies

Registrar

Cooperative

Societies

Punjab( Director)

Regional

Director,NDDB

(NDDB Nominee)

Mr.

V.

K.

Singh,

IAS,

Managing

Director,

Milkfed,Punjab

3.3 PROCUREMENT

MILK PROCUREMENT NETWORK:

(State Govt. Nominee) Financial Commissioner & Secretary (A.H.) Government of Punjab (Director) Registrar Punjab (State Govt.MILKFED to carry out activities for promoting milk production in the State. In view of this, various technical input services like veterinary health care, artificial insemination services, vaccination, supply of VERKA balanced cattle feed and quality 23 " id="pdf-obj-22-91" src="pdf-obj-22-91.jpg">

Working on "Anand Pattern" the process of organizing societies at village level started in Punjab as early as 1978. Presently, there is strong Network of about 6000 ( as on 31.3.2007) Milk Producers Cooperative Societies organized at village level. About 3.60 Lakh milk producer members are attached to these societies. Fresh milk is procured from the milk producers twice a day through village level societies directly without the assistance of any middleman.

INPUT SERVICES:

(State Govt. Nominee) Financial Commissioner & Secretary (A.H.) Government of Punjab (Director) Registrar Punjab (State Govt.MILKFED to carry out activities for promoting milk production in the State. In view of this, various technical input services like veterinary health care, artificial insemination services, vaccination, supply of VERKA balanced cattle feed and quality 23 " id="pdf-obj-22-97" src="pdf-obj-22-97.jpg">

It is one of the fundamental objectives of MILKFED to carry out activities for promoting milk production in the State. In view of this, various technical input services like veterinary health care, artificial insemination services, vaccination, supply of VERKA balanced cattle feed and quality

fodder seed etc. are provided for enhancing milk production and economic development of farming community.

CATTLE INDUCTION PROGRAMME:

Government of Punjab has identified dairy sector as thrust area for rural development. Recently, Milkfed Punjab has signed memorandum of understanding (MOU) with State Bank of India, State Bank of Mohali and Oriental Bank of Commerce for providing loan up to Rs.50,000/- without any collateral security to milk producer farmers for purchase of milch cattle on soft terms and low rate of interest.

CLEAN MILK PRODUCTION PROGRAMME:

For improving quality of raw milk right from milk producer's level, q massive programme called "CMP" has been launched under which 125 Bulk Milk Coolers have been installed in the societies and many more in pipe line. Besides, more than 1000 Automatic Milk Collection Stations have been provided to the societies for bringing efficiency and total transparency in the system. Traditional manual method of milk testing at society level is being replaced with Electronic Milk Testers.

WOMEN DAIRY PROJECT:

Household level dairying is largely the domain of women especially in small and marginal household families. In view of this fact, Milkfed has undertaken Women Dairy Project in six Milk Unions namely Hoshiarpur, Ropar, Mohali, Jalandhar, Ludhiana and Amritsar with an objective to empower rural women in the field of dairy. This Programme is being implemented under Support to Training & Employment Programme (STEP) with the assistance of Government of India. Under this programme, 390 women societies with 19860 women beneficiary members will be organized.

SETTING UP OF BIG COMMERCIAL DAIRY FARMS:

In order to enhance the milk production and making the dairy farming a profitable and sustainable profession, Milkfed has planned to establish at least ten progressive big dairy farms in each Milk Union by arranging soft terms loans from the banks.

3.4 PRODUCTS

Milkfed has formulated company specifications for its milk & milk products to provide standard and quality of products to consumers.

3.4 PRODUCTS Milkfed has formulated company specifications for its milk & milk products to provide standard

MILK

3.4 PRODUCTS Milkfed has formulated company specifications for its milk & milk products to provide standard
3.4 PRODUCTS Milkfed has formulated company specifications for its milk & milk products to provide standard

GENERAL COMPOSITION FOR MILK STANDARD

MILK

Percentage

Cow MilkBuffalo Milk

 

Fat

4.6

6.6

Proteins

3.4

3.9

Lactose

4.9

5.2

Ash

0.7

0.8

Water

86.6

84.2

Milk

Fat

%

(Min)

4.5

Milk

SNF

%

(Min)

8.5

PH

(Max)

6.8

MBRT (Min)

 

5.00 Hrs.

Phosphates Test

Ng.

Bacterial Count/ml.(Max) 30,000

Coliform/0.1 ml.

 

Nil

UHT MILK

FAT

4.6%

SNF

8.6%

pH

6.6

Acidity L.A.

0.130% LA

GHEE & BUTTER

UHT MILK FAT 4.6% SNF 8.6% pH 6.6 Acidity L.A. 0.130% LA GHEE & BUTTER GHEE
UHT MILK FAT 4.6% SNF 8.6% pH 6.6 Acidity L.A. 0.130% LA GHEE & BUTTER GHEE

GHEE (AGMARK)

BUTTER

 

TABLE

WHITE

Boudine Test

 

Neg.

 

B.R.reading(40 degree C.)

40 -

43

Fat% (Min.)

80.00

82.00

RM

Value

(Min.)

28.0

Acidity %L.A. (Max.)

00.15

00.06

P.Value

1.0 - 2.0 Curd % (Max)

01.00

01.50

FFA % Oleic Acid( Max)

0.30

Salt % (Max)

2.8

-

 

Coliform/ml. (Max.)

5

5

Y&M (Max)/g

20

20

CHEESE AND PANEER

CHEESE AND PANEER ICE CREAM AND SWEETS PRODUCTS AND PACKING PRODUCTS PACKING GHEE POLY PACK/MONO CARTON

ICE CREAM AND SWEETS

CHEESE AND PANEER ICE CREAM AND SWEETS PRODUCTS AND PACKING PRODUCTS PACKING GHEE POLY PACK/MONO CARTON
CHEESE AND PANEER ICE CREAM AND SWEETS PRODUCTS AND PACKING PRODUCTS PACKING GHEE POLY PACK/MONO CARTON

PRODUCTS AND PACKING

PRODUCTS

 

PACKING

GHEE

POLY

PACK/MONO

CARTON

500 gms. & 1 Kg.

GHEE TIN PACK

 

500 gms., 1 Kg., 2 Kg., 5 Kg &15 Kg.

TABLE BUTTER

 

10 gms., 100 gms. & 500 gms.

 

200/400 gms. Cekatainer, 200 gms. Singles, 400 gms Tin

 

CHEESE

& 1 Kg. Brick

 

PIZZA CHEESE

200 gms. & 1 Kg. Pack

 

VERKA VIGOUR

500 gms. Jar, 500 gms. Refill & 1 Kg. Jar

 

DAIRY WHITENER

500 gms. Pkt. & 10 Kg. Tin

 
 

200 gms.

&

500

gms.

Bottle,

500

gms.

Cekatainer

 

SKIMMED MILK POWDER

1 Kg. Pkt. & 25 Kg. Bag

 

WHOLE MILK POWDER

500 gms.Tin, 1 Kg. Tin, 10 Kg. Tin

 

SWEETENED FLAVOURED MILK

200 ml. Bottle, 200 ml. Tetrapak

 

SWEET LASSI

200 ml. Tetrapak

 

MANGO RASEEELA

200 ml. Tetrapak

 

PINE APPLE RASEEELA

200 ml. Tetrapak

 

MILK CAKE /PEDA

200 gms Pkt.

 

KAJU PINNI

50 gms. Pkt.

 
 

Full

Cream,

Standardised,

Toned,

Double

Toned

&

MILK POUCHES

Skimmed.

U.H.T. MILK

1 Lt. Tetrapak Standardised & Toned

 

DRINKS

200/400 gms. Cekatainer, 200 gms. Singles, 400 gms Tin & 1 Kg. Brick PIZZA CHEESE 200

MILK POWDER

3.5 MARKETING

MILK POWDER 3.5 MARKETING <a href=MILKFED is serving nation wide consumers through its net work of Regional offices and very strong Distribution channels. MILKFED markets a wide range variety of Verka products which include liquid milk, skimmed milk powder, whole milk powder, infant food, ghee, butter, cheese, lassi, SFM, Ice Cream, Malted food etc. etc. The annual turn over of MILKFED has crossed Rs.700 crores. Verka is a brand leader in milk powders particularly in northern eastern sectors and SMP marketed by MILKFED commands a premium price over powders manufactured by competitors which include multi-national as well as private trade and other Cooperative Federations. Now Verka is known for its quality, freshness, purity and of course its home made taste. EXTENSION OF THE BRAND : After winning faith of innumerable consumers, Verka did not stop. Changing times brought new trends, needs, tastes and hopes. Verka, dynamic as ever too acquired newer forms of adding values to milk and milk products. Apart from introducing new variants of UHT long shelf life milk and SFM in carry away bottles, Milkfed has a plan to add more variety of flavours in SFM. VERKA Ice Cream in different flavours and packagings is available in the market. Many new products are in pipe line.In true sense, milk had never meant so much before. 30 " id="pdf-obj-29-6" src="pdf-obj-29-6.jpg">
MILK POWDER 3.5 MARKETING <a href=MILKFED is serving nation wide consumers through its net work of Regional offices and very strong Distribution channels. MILKFED markets a wide range variety of Verka products which include liquid milk, skimmed milk powder, whole milk powder, infant food, ghee, butter, cheese, lassi, SFM, Ice Cream, Malted food etc. etc. The annual turn over of MILKFED has crossed Rs.700 crores. Verka is a brand leader in milk powders particularly in northern eastern sectors and SMP marketed by MILKFED commands a premium price over powders manufactured by competitors which include multi-national as well as private trade and other Cooperative Federations. Now Verka is known for its quality, freshness, purity and of course its home made taste. EXTENSION OF THE BRAND : After winning faith of innumerable consumers, Verka did not stop. Changing times brought new trends, needs, tastes and hopes. Verka, dynamic as ever too acquired newer forms of adding values to milk and milk products. Apart from introducing new variants of UHT long shelf life milk and SFM in carry away bottles, Milkfed has a plan to add more variety of flavours in SFM. VERKA Ice Cream in different flavours and packagings is available in the market. Many new products are in pipe line.In true sense, milk had never meant so much before. 30 " id="pdf-obj-29-8" src="pdf-obj-29-8.jpg">

MILKFED is serving nation wide consumers through its net work of Regional offices and very strong Distribution channels. MILKFED markets a wide range variety of Verka products which include liquid milk, skimmed milk powder, whole milk powder, infant food, ghee, butter, cheese, lassi, SFM, Ice Cream, Malted food etc. etc. The annual turn over of MILKFED has crossed Rs.700 crores. Verka is a brand leader in milk powders particularly in northern eastern sectors and SMP marketed by MILKFED commands a premium price over powders manufactured by competitors which include multi-national as well as private trade and other Cooperative Federations. Now Verka is known for its quality, freshness, purity and of course its home made taste.

EXTENSION OF THE BRAND

:
:

After winning faith of innumerable consumers, Verka did not stop. Changing times brought new trends, needs, tastes and hopes. Verka, dynamic as ever too acquired newer forms of adding values to milk and milk products. Apart from introducing new variants of UHT long shelf life milk and SFM in carry away bottles, Milkfed has a plan to add more variety of flavours in SFM. VERKA Ice Cream in different flavours and packagings is available in the market. Many new products are in pipe line.In true sense, milk had never meant so much before.

EXPORT OF MILK PRODUCTS: After carving a niche in the national market, Verka brand has reachedMILKFED has established its Ghee market in Middle East . Verka Ghee reaches all the emirates and is available almost in all super markets. The penetration is so deep that Verka ghee is available even in far off labour camps. In addition to Dubai, Saudi Arabia, Muscat, Australia and Japan, Verka Ghee is exported to Newzealand and Malasia also. 3.6 ACHIEVEMENTS On the basis of quality with efficient administration, MILKFED has not only established new mile stone of providing services to Dairy farmers but scaled new heights in delighting esteemed customers also. This has resulted into tremendous achievements in all fields. TURNOVER: The annual turnover of Milkfed which was Rs.585 crores in the year 2003-04 has hit the level of Rs.725 crores in the year 2006-07. 31 " id="pdf-obj-30-2" src="pdf-obj-30-2.jpg">

EXPORT OF MILK PRODUCTS:

After carving a niche in the national market, Verka brand has reached in foreign market also. MILKFED has established its Ghee market in Middle East . Verka Ghee reaches all the emirates and is available almost in all super markets. The penetration is so deep that Verka ghee is available even in far off labour camps. In addition to Dubai, Saudi Arabia, Muscat, Australia and Japan, Verka Ghee is exported to Newzealand and Malasia also.

3.6 ACHIEVEMENTS

On the basis of quality with efficient administration, MILKFED has not only established new mile stone of providing services to Dairy farmers but scaled new heights in delighting esteemed customers also. This has resulted into tremendous achievements in all fields.

TURNOVER:

The annual turnover of Milkfed which was Rs.585 crores in the year 2003-04 has hit the level of Rs.725 crores in the year 2006-07.

EQUITY PARTICIPATION: The paid-up equity of Milkfed as on 31.3.2007 was to the tune of Rs.47.15MILKFED GROWTH AT A GLANCE PARTICULARS UNIT 02-03 03-04 04-05 05-06 06-07 FUNCTIONAL SOCIETIES CUMMU.NOS. 6643 6445 6104 6101 5989 CUMMU.NOS MEMBERSHIP IN LACS 3.79 3.76 3.56 3.63 3.60 AVG. DAILY MILK PROC LKG SPD 10.01 7.45 7.81 7.82 7.78 PEAK MILK PROC LKG SPD 15.01 10.04 11.64 11.37 11.54 A.I. CLUSTER SOCS. COOMU.NOS. 305 323 341 388 433 FODDER SEED SUPPLIED M.Ts. 517.40 444.10 400.30 430.00 500.00 CATTLE FEED SOLD M.Ts. 71743 73724 66970 66750 73577 AVG DAILY CITY SUPPLY LLPD 4.68 4.97 5.27 5.67 5.81 32 " id="pdf-obj-31-2" src="pdf-obj-31-2.jpg">

EQUITY PARTICIPATION:

The paid-up equity of Milkfed as on 31.3.2007 was to the tune of Rs.47.15 crores which comprises of Rs.29.02 crores from the cooperative members and balance Rs.18.13 crores from State Government.

MILKFED GROWTH AT A GLANCE

PARTICULARS

 

UNIT

02-03

03-04

04-05

05-06

06-07

FUNCTIONAL

 

SOCIETIES

 

CUMMU.NOS.

6643

6445

6104

6101

5989

 

CUMMU.NOS

MEMBERSHIP

 

IN LACS

3.79

3.76

3.56

3.63

3.60

AVG.

DAILY

MILK

PROC

LKG SPD

10.01

7.45

7.81

7.82

7.78

PEAK MILK PROC

 

LKG SPD

15.01

10.04

11.64

11.37

11.54

A.I. CLUSTER SOCS.

 

COOMU.NOS.

305

323

341

388

433

FODDER

SEED

SUPPLIED

 

M.Ts.

517.40

444.10

400.30

430.00

500.00

CATTLE FEED SOLD

M.Ts.

71743

73724

66970

66750

73577

AVG

DAILY

CITY

SUPPLY

LLPD

4.68

4.97

5.27

5.67

5.81

SALE OF SFM

LAC PKTS/BTLS

29.61

30.32

35.85

42.49

41.92

SALE OF LASSI

LAC PACKETS

10.10

10.54

12.20

16.89

19.16

SALE OF ICE-CREAM

LAC LITRES

7.63

9.17

10.23

12.18

15.61

EXPORTS

RS.IN LACS

953.52

698.17

1142.28

713.67

11.50

TURNOVER

RS.IN CRORES

670.00

585.00

653.00

682.00

725.00

3.7 DEPARTMENTS

Inception

Milk Production is a very important part of the agricultural economy in the State of Punjab. Punjab is one of the smallest States in Indian Union with a total area of 50,362 Sq. Kms., which is 1.5% of the Indian landmass. Dairy Farming is an age-old subsidiary profession in the rural areas of Punjab. Punjab is the second largest milk producing state in India, producing around 10% of the countrys Milk Production i.e. 8 million tones annually.

SALE OF SFM LAC PKTS/BTLS 29.61 30.32 35.85 42.49 41.92 SALE OF LASSI LAC PACKETS 10.10
  • 1. First Milk Plant, of the State was setup at Verka near Amritsar.

2.

The brand name of Milk and Milk Products was adopted as Verka.

2. The brand name of Milk and Milk Products was adopted as Verka.
  • 3. The Foundation stone of Milk Plant, Ludhiana was laid by Hon. S. Parkash Singh Badal, the then Chief Minister of Punjab in 1970.

  • 4. Commissioning of the Plant was done by Punjab Dairy Development Corporation in 1974.

  • 5. Inauguration was done by Late Smt. Indira Gandhi the then Prime Minister of India.

  • 6. The capacity of the plant was 1.00 lac. Litre per day, Including powder plant of 7 MT.And now the milk handling capacity is 4.00 Lac Liter perday.

Objectives

  • 1. To strengthen dairy sector, Milkfed

came

into existence in 1978 and

Simultaneously Distt. Milk unions were formed.

  • 2. Village level cooperative societies were also formed on "Anand Pattern". The system was run by the farmers, of the farmers and for the farmers.

  • 3. To give remunerative prices to farmers and to ensure permanent market for the whole year.

  • 4. To provide technical inputs like artificial insemination,to improve the breed of animals,animals health services,preventive disease treatment andawareness regarding farm management etc.

  • 5. To provide ISI marks good quality balanced Cattle feed and fodder seeds to the farmers.

Necessity for Production Enhancement

  • 1. Milk production in the area increased manifold with the result. Resultantly started receiving daily 2.50 LPD of milk.

  • 2. To increase the participation of women 120 exclusively women societies are organized with 15300 women members. through Punjab Women Dairy Project a Central Govt. sponsored scheme.

  • 3. Milk Production in the area increased manifold with the result. Resultantly started receiving daily 2.50 Lac LPD of Milk and Peak procurement 4.5 Lac LPD.

  • 4. To cater to the increased demand, necessity of expansion of milk plant arose.

5.

Capacity of Milk Plant enhanced from 1 lac to 4 lac litres with additional powder. Plant of 30 MTs .

  • 6. Plant is having latest State of Art Technology with MVR (Mechanical Vapour Reprocesses) along with a drier with fluidized bed through which agglomerated Powder is manufactured.

  • 7. This improved the socio- economic conditions of marginal and poor farmers.

  • 8. The profitability of the plant and turnover of the plant improved a lot.

  • 9. No. of societies

increased from 94 to 751 and its membership from 5400 to

78000.

10. All the societies are in net profit and distributing bonus to its members.

Quality of Milk and Milk Products

  • 1. To improve the quality of raw milk, Clean Milk Production program started in 650 villages and resultantly the quality of products increased.

  • 2. Plant,

Milk

Ludhiana

was

the

First

in

India

in Dairy Sector

to get ISO

Certification.

  • 3. Under ISO Certification and HACCP (IS 15000) Milk Union started export of Ghee, SMP to Gulf Countries Philippines, Manila, South Africa, Singapore, Bangla Desh etc. The export is more than 5.5 crore during the last year.

  • 4. To further improve the quality of Raw Milk, Milk Union started 365 Automatic Milk collection Stations at village level.

  • 5. To meet the Challenges of WTO Milk Union started TIFAC program with the help of Ministry of information.

  • 6. 22 Bulk Milk Coolers have been installed at village level to chill the milk on this spot and to check bacterial count.

  • 7. 28 model dairy demonstration farms have been established including milking machines in distt. of Ludhiana which has encouraged the farmers to adopted dairy on large scale.

  • 8. Milk Union, Ludhiana is first in India which has installed Bectoscan worth 70 lacs and Somatic cell count machine have been installed at milk plant, Ludhiana,

  • 9. Further 23 BMC has been approved under central govt. Scheme on 75% grant to be installed in societies.

Present Status/ Achievements of the Plant

  • 1. No. of societies

increased from 94 to

751 and its membership from 5400 to

78000.

  • 2. Milk Procurement has increased from 10200 LPD to 2,50,000 LPD.

  • 3. Highest milk price is being paid to the milk producers as compare to other plants in the states

  • 4. Products being manufactured by Ludhiana Plant are sold at premium rates through out of the country and in the International Market.

  • 5. City supply has increase from 66000 LPD to 1,60,000 LPD.

  • 6. Turnover the plant

touched to 180 crores

Profit of the union has increased

manifold.

  • 7. Capacity utilization of the plant is more than 80%.

 
  • 8. products

Milk

like

Ghee,Table

Butter,Skimmed

Milk

Powder,Whole

Milk

Powder,Curd,Paneer,Milk

Cake

etc

are

being

manufactured

by

Milk

Plant

Ludhiana.

Milk Union, Ludhiana is further progressing by leaps and bounds and it is hoped that in the years to come, it will achieve excellent results and will help improve the social and economic condition of the people at large.

3.8 ACTION PHOTOGRAPHS

Present Status/ Achievements of the Plant 1. No. of societies increased from 94 to 751 and
Present Status/ Achievements of the Plant 1. No. of societies increased from 94 to 751 and
37
37
38
38
39
40
40
41
41
42
42
43
43
44
44
GRIEVANCE HANDLING SYSTEM 45

GRIEVANCE HANDLING SYSTEM

4. THE GRIEVANCE HANDLING SYSTEM AT VERKA MILK PLANT

4.1 GRIEVANCE POLICY IN VERKA MILK PLANT

It is the policy of the company that the worker should

Be given a fair hearing by their immediate supervisor / executive concerning any grievances they may wish to raise.

Have a right to appeal a more senior manager against a decision made by their shift executive

4.2 GRIEVANCE PROCEDURE IN VERKA MILK PLANT

The main stages through which a grievance play be raised are as fol1ow:-

  • 1. The workers raises, the grievance to their shift executive the executive tries to address the issues raised within the shift and records action taken by him, in the format.

  • 2. If the worker is not satisfied with the decision of the shift executive, he may approach his unit incharge. He then tries to address the issue raised within two days and records action taken by him, in the format.

  • 3. If the worker is not still satisfied with the unit-incharge, he may approach his H.G.D. who tries to address the issue raised within two days with the aid of the HR manager and records action taken by him, in the format

  • 4. The worker may appeal to .General Manager for the final settlement, of the grievance.

4.3 THE PRESENT GRIEVANCE SYSTEM

4.3 THE PRESENT GRIEVANCE SYSTEM 47
4.3 THE PRESENT GRIEVANCE SYSTEM 47

All grievances that are recorded can be classified into 4 categories:

Inter-relationship related matters

Wages

Uniform

Working

Working conditions

For the latter, normally the supervisor of the concerned department is contacted. For shift change requests, HR is contacted. For temporary workers tl1.e main issue for grievances are overtime, wages, etc. for to be the can approach the time office or any of the representatives directly involved in the issue.

Some grievances are that are brought in by workers are quite easily resolved as they arise out of certain system errors. e.g some time wages are deducted when a worker takes a holiday on the last day of the month. This is because the system calculate it as a leave without pay rather than a paid one. When the worker reports the error an adjustment is made in the wages for the next month. These are some issues, however, that need further looking into. This could be a complaint of one worker against his supervisor or about the change in the shift timings.

All grievances are presently handled by the Employees ~elation Manager- this thus become the responsibility of one person only. Since he has total ownership, other department does not respond as readily to provide immediate services to help him to resolve the issue. Since he is the one directly in charge of the grievances, there is a tendency to look only to him for resolving all such issues. The workers as well as the as a tendency to look directly approach him with their respective issues.

The unwritten policy at present is that all grievances be given immediate relief. Unfortunately this doesn’t ensure that the grievance be totally removed. Many grievances remain pending for long periods, are repeated after and after the point builds up to a collective grievance.

Why Do Grievances Rise At All?

Due to certain inter -departmental hitch has and avoidable delays, the basic necessity of workers that need to be catered to are not fulfilled on time. Since, they are genuine in nature, this leads to a barrage of complaints and gives the worker a chance to arise the issue, which try to undermine the management strength.

Presently, only the HR department is held accountable for delays in redressed of grievances. Whereas all departments should work in conjunction to ensure that these grievances don’t even arise in the first place. Several departments have to provide essential services so that to be workers get what is due to then as a Inerter of right. Thus purchase needs to procure on time, store& needs to raise the demand and dispersed on time and finance needs to render payments on time.

There is no involvement of the line function in the system. This is essential since the workers after all belongs to that department and they should be concerned about the well being of their men. At present some of these departments are not even aware of certain sensitive issues and only get to know about it when the issue intensify into a Industrial Relation matter.

WHY SHOULD THE LINE FUNCTION BE INVOLVED?

If there is line connecting an important purpose would be served that of creating a personal rapport with the workers. This would lead to closer ties being frilled

between the mother department and its worker which would only help during the negotiating period.

And again there would be a speedier redressed if the department got involved and there was departil1ental pressure to sort out the issue

4.4 THE PROPOSED GRIEVANCE HANDLING SYSTEM IN VERKA MILK PLANT

There needs to be a part decentralization of the grievance handling machinery from the HR department to the line departments, so that this a shared responsibility of both the departments. The line function so, because they have a. first line responsibility and HR so, because they are the services department.

Grievances need to be classified into individual and collective grievances.

Collective grievances are to be further classified into department related and factory related matters.

All individual grievances are to be addressed first to the line department and then routed by them to the HR department.

All collective grievances and those routed through the union should be handled by either the department head or the HR department.

All department heads nominate one executive or manager to take charge of individual grievance handling. In this he should be given full support from the HR team. Enough empowerment should be given to these nominees for redressing to grievances and the top management should support a genuine efforts on their part.

Handling grievances should form a part of his key result areas for these to be accountability on this count.

The nominated- executive or a manager will lease with HR or any other function as he sees fit for the redressed for his workers grievances.

Once every week, all nominated persons should meet the HR team and sort out all issues recorded that week and sort out all outstanding grievances that couldn't be resolved at the first instance. If required the workers lodging the complete can also be called to this forum for this inputs.

After every meeting the minute shall be circulated to the department heads and to the HR manager, so that they are kept informed of the grievances in the department/factory.

A computerized system whereby there is an automatic and speedy redressed of grievances needs to be incorporated so that the lead time on grievance if decreased.

Everyday the department head will receive an MIS of the grievances for more than 4 day an immediate act upon it.

Every fortnight, the GM receives a monthly report of outstanding grievances so that he is kept informed of matters with in the factory.

The ultimate responsibility for the resolving of the grievances should lie with the department head concerned, jointly with the HR manager.

This should also form a part of their key result areas No grievance should be outstanding beyond 10 days (individual) – 15 days (collection).

Once a month, the GM should meet with all the HODs to discuss either some outstanding collective grievances or discuss pro-active measures to prevent certain anticipated grievances.

4.5 THE COMPUTERISED GRIEVANCE HANDLING PACKAGE

This package should contain the following information and be installed with the nominated executive and the employee relation manager:

The date the grievance is lodged.

By whom the grievance .is lodged.

Nature of grievance.

Date by which it has to be sorted

This option should automatically be updated by the system to be 4 days. After 2 days it should generate a reminder that the grievance has not yet been sorted. On the 4th day it should automatically update the SORTED or NOT field as saying NOT SORTED.

An MIS should be generated every day for all grievances for the departments head information and essential action. A fortnightly MIS should be generated sent to the GM's office for his perusal:

Responsibility

Corresponding responsibility of which service or line function i.e. support

Whether sorted or not

Action taken

What follow up action is required

4.6 INDIV1DUAL GRIEVANCE PROCEDURE IN VERKA MILK PLANT

  • 1. At the first instance the worker should report the grievance to the shift supervisor who could inform the production executive nominated for this purpose with or without the aggrieved worker. He should get immediate redressed within 4 days.

  • 2. Incase after 4 days solution is still not provided the worker should take the matter up with the concerned department head. The department head should sort out the grievance within 2 days. Since as per the system, he is already aware of the problem’ logged by the workman. If essential he could take .the help of HR manager or the HR executive to sort out the issue.

  • 3. If the grieval1ce is still not sorted then the worker should approach the HR manager or executive directly and should get immediate relief and the grievance should be sorted within 2 days.

  • 4. If still not sorted, then he can take recourse to Union Aid and fill a written application to the HR manager for the redressed or his grievance.

  • 5. The HR manager should arrange a meeting with the worker and the union representative within 3 days to sort out the grievance in the best possible manner to the satisfaction of the party.

  • 6. In case the worker still doesn't get a suitable response to his grievance, he along with union representative can directly approach the GM for the redressed of his grievance.

3. If the grieval1ce is still not sorted then the worker should approach the HR manager

4.7 COLLECTIVE GRIEVANCE PROCEDURE

1.

As and when the scope of the grievance is larger than that of an individual workman that issue shall be addressed as a collective grievance.

  • 2. The workmen should formulate the committee of not more than 6 people and directly approach the concerned head (if the metter concern a particular department) for the redressal of their grievance.

  • 3. The department head should liase with the HR&A. manager for a resolution of the grievance within a week.

  • 4. If the issue is not suitable addressed, this committee should approach HR manager the should manager should arrange a meeting with the union representatives within a week in order to sort out the grievance in best possible manner to the satisfaction of the party.

  • 5. If the grievance extends to the whole of the factory then this worker’s committee can directly approach the HR representatives with the grievance.

  • 6. The HR representative .should be, given a period of one week for the redressal of the grievance in best possible manner. In this he should be given full support from the concerned line / staff function/nominated executives.

  • 7. Same as point 3.

  • 8. If the issue is still not sorted out, the workers can approach the (1M to seek redressal. The GM would then arrange a meeting with the committee at a time suitable for both the parties at earliest.

  • 9. The workers can seek third party intervention only· after all the avenues for the redressal have been exhausted.

THE LINE FORUM:-

The line forum would have to meet twice a week to discuss outstanding grievances that for same reason or other couldn't be solved during the allocated 4 days.

This forum would comprises of all the nominated executives as well as the HR representatives who are associated with the matter at hand.

This forum should ideally be on Wednesday or Saturday so that all issues could be discussed and settled well in time so that no grievance remain pending after; the allocates 4 days.

The minutes of the meeting are to be recorded and distributed for the perusal of all dept: heads.

This forum is actually a check on the grievance handling process since all attempts to solve the grievance should be made as soon as the grievance is logged and this forum should only be the last resort for the nominated executives in resolving grievances.

All the nominated executives and the HR representatives should undergo a joint Grievance Handling - Team Building workshop so that they can function well in collaboration as well as identify which gremmies are genuine and which are not.

THE GM's FORUM:-

The GM's forum comprises of all the department heads and the session is presided over by GM.

In case there are any outstanding collective grievances then the GM can call the workers committee to this forum for a discussion on grievances.

4.8 MOTIVATION AND REWARDS

To motivate and to give facilities to their employees, the company gives several financial and Non-financial awards to their employees. If such awards are given to the employees, then they can motivate their skills and also resolve their grievances in much extent. Several awards are as follow:

Financial Awards:

House Rent Allowance

Leave Travel Allowance

Bonus

Performance Bonus

Salary payments

Employees Provident Fund

Employees Pension Scheme

Gratuity

Insurance

Merit Scholarship Scheme for Employee's kids

Non-financial:

Chairman's Award for Excellence:-

This new initiative aims at recognizing particular achievements of team work within consumer healthcare. Awards will be made annually to the teams, judged by executive committee, to have made an outstanding contribution to consumer healthcare based on Simply Better values. Any group of employees (2-10) who have worked together to achieve something exceptional and eligible for this award;

Long Service Award:-

On completing 10, 20, & 25years of service in the organization, the company presents an employee with a award. Presently the awards range from a cross pen to a gold-coated quartz watch, depending upon the number of years of service.

Simply The Best Awards :-

These awards were instituted to recognize and celebrate outstanding contributions to the business by utilizing process improvement teams from around the world. This program was designed focus not only on what accomplishments were made relative to the business, but just an importantly, on how the simply better tools and methods were used to attain these improvements: Any Verka Milk Plant employee regardless of job, grade or location, can nominate a team for one of the awards.

A part from this discussions should be focused on preventing anticipated grievances and strategizing on means to tackle any collective grievance which can be a matter of concern.

MINUTES OF THE MEETING:-

It was suggested that the time limit for resolving the issue / grievance should be reduced to sort out issue/grievances speedily. As a measure to it, the time lag at the initial stage was reduced from 4 days to 2 days.

It was also felt that the proposed, level 3 of department head and 4 of HR&A manager should be merged and they should collectively s9rt out of the issue / grievance.

Unit Incharge/HOD-HR

It was informed that in case HR support was required in the shifts, the HR officer would provide all information to sort out the issue/grievances so that the same could be sorted out within the shift itself.

Concerned Shift Officer /Time Officer

The unit incharge would be nominated executive for, the production whereas all other depts. would nominate one executive preferably in the general shift, who would liase with concerned dept to sort out the .issue/ grievance within 2 days time.

Prod. / Engg/Stores/ HR/ MPD

Incase the grievance is not sorted out within the specific time period, the unit in charge would forward the grievance to this department head who independently or consulted will HR&A manager would sort out the grievance with in 2 days. If still required, the grievance would be forwarded to G M. Unit Incharge/HOD/HR&A manager

All unresolved grievances would be every month in the GM’s office. GM/ Concerned HOD

It was decided that HR&A would make a format in which all unresolved issue grievances, are recorded.

HR&.A

It was decided to arrange a training programmed for concerned staff member for effective grievance handling.

HR&A It was reaffirmed that the ownership for sorting out all grievances of the workers is of concerned department and workers should first contact the dept. for sortilege out all the issues and grievances. It was agreed that this system shouldn't be implemented abruptly. HR & department will slowly education the workers on the new issue grievances resolution system and advise them to approach the shift inchrage concerned of his department for the resolution of the same all concerned.

NEED & SCOPE OF THE STUDY 59

NEED & SCOPE OF THE STUDY

5. NEED AND SCOPE OF THE STUDY

As a part of acaden1ic curriculum of M.B.A. degree course, I analyzed "The Grievance Handling System" in Verka Milk Plant. The principle aim of all economic enterprises is the satisfaction of human wants & whenever it is ignored industrial relation tend to be strained enduring up in indusial unrest and strike.

The success of an organized industry largely depends upon the management can reduce the grievances of the workers is of great importance to the success of an industry.

Grievances causes major losses generally so to know their causes and to suggest some measures the study was conducted and some causes were revealed on the basis of some available data and personal interviews. The study is conducted in GSK which is a pharmaceutical unit. In this 24 hrs production system, Grievances are very harmful because it can cause losses and quality maintenance and in achieving the target. Without an analysis of their nature and pattern, the causes of employee dissatisfaction cannot be ren10vcd. For this the administrator of an organization should go into details of the grievances and find out the best possible methods to settle them. For this there is need to study the policies, programmers and procedures, which would best enable them to handle employee grievances.

Managing Job Satisfaction - Employees with higher job satisfaction typically believe that their organization will be satisfying in the long run eliminating grievances. Employer of Choice - Fairness - Prudent organizations will carefully manage grievances. They will understand that there are different factors related to fairness. This will not only create a more satisfied workforce, but will make genuine contributions to the bottom-line while positioning organization as an Employer of Choice without any grievances.

Employer of Choice - Opportunity - The level of opportunity within an organization directly affects satisfaction (a response to current job conditions) and expectations not grievance about job conditions in the future. What else can be done to increase employee satisfaction? An employee satisfaction survey can help your company make this important assessment.

OBJECTIVES OF THE STUDY 61

OBJECTIVES OF THE STUDY

6. OBJECTIVES OF STUDY

The objectives of study are as follows:

Primary objective

Primary objective of study is to determine the grievance handling among Verka Milk Plant employees

Secondary objective

Besides the primary objective other objectives of study are as follows:

To find out the grievances rate among the employees.

To find out the reasons and causes for the grievances

To find out the effects of grievances

To find out the remedies to cure grievance

RESEARCH METHODOLOGY 63

RESEARCH

METHODOLOGY

7. RESEARCH METHODOLOGY

Research Plan

The research study is exploratory in nature. The established objectives were kept in mind during the study, however no hypothesis was formed as the study was more in the form of descriptive design attempting to analyze the attitude of respondents towards the project.

Literature Survey:

In order to be familiar with the topic and to know the views of various experts of

marketing, a literature survey done. The intention behind this will to get full knowledge about the topic.

Data Collection:

The Core finding of the study will be based upon the information collected through

primary data i.e. information will be collected from respondent with the help of structured questionnaire.

Measurement Technique:

A structured questionnaire will be administrated for the purpose of obtaining information from the respondents. Much care been taken to put the related to the subject, the questionnaire will contain closed ended logical questions.

MODE OF DATA COLLECTION

The study is based on both Primary and Secondary data which includes

a) Primary Data

The Primary Data will be gathered through the direct personal interviews with technical

and as well as marketing persons of the concerns.

b) Secondary Data

Secondary Data will be gathered from books and journals on Grievance Handling in Human Resource.

c) Sample Size Due to time and resources shortage only 100 Samples had taken.

100 Employees

Measurement Technique:

A structured questionnaire is administrated for the purpose of obtaining information from the respondents. Much care was taken to put the related to the subject the questionnaire contains closed ended logical questions.

Sample Plan

Universe:

The universe of the study will be Mohali City of Punjab. Reasons for choosing this particular city as universe for the study are:

  • 1. Checking Grievances Among Verka Milk Plant Employees.

  • 2. Ways to Improve Grievances.

Sample Size:

The sample consists of Milk Plant namely Verka Milk Plant of Mohali.

And on whole 100 Employees will be taken for the survey.

Sampling procedure:

In the study the sample will be chosen on the basis of Random Sampling convenience sample.

as

well as

Contact Method:

The respondents sampling personally and a structured questionnaire was got filled from

them. a report questionnaire will be prepared to interview the employees.

DATA ANALYSIS & INTERPRETATION:-

The statistical tools used by me are mainly average, Percentage, & comparisons etc. I would like to give brief points about :-

  • 1. Questionnaire :- The questionnaires are given to respondent with no pressurization at all, i.e. he/she is free to provide the information whatever the concern is. One thing to be kept in mind that personal questions apart from name, address etc. should not be included.

  • 2. Direct Interviews :- The direct interviews are one up against all the data collection tools just because one can judge that what a person is telling to the surveyor. Although it is time consuming but the information gathered is of much more weightage than others.

  • 3. Sampling design, Procedure & Sample Size:- A sample is always a part of the desired universe and it should represent each and every aspect of the study being conducted. The only thing is that the sample being chosen is of relevance and accurate source of information. My sampling design is based on random sampling because each element gets probability to be included & all choices made are independent of each other.

EXTERNAL GUIDE

Name : Mr. Balbir Singh Bajwa Company : Verka Milk Plant Ltd. Designation : Deputy Manager (Admin)

DATA INTERPRETATION & ANALYSIS 67

DATA INTERPRETATION & ANALYSIS

8. DATA INTERPRETATION AND ANALYSIS

Q1)

According to you what are the causes of grievance among the workers?

Table 1:

Working Conditions

26

Management Policy

22

Company Rules and Regulations

36

Alleged Violation of Laws

12

Alleged Violation of Collective Bargaining

4

Graph 1:

8. DATA INTERPRETATION AND ANALYSIS Q1) According to you what are the causes of grievance among

Interpretation- Out of 100 Verka Milk Plant employees 26% says that working conditions is the cause of grievance among the workers, 22% says that management is the cause of grievance among the workers, 36% says that company Rules and regulations are the cause of grievance among the workers, 12% says that alleged violation of law is the cause of grievance among the workers, and the rest 4% says that alleged violation of collective bargaining is the cause of grievance among the workers.

Q2)

What steps are taken by the management to know the grievances of the

employees?

Table 2:

Exit Interviews

18

Opinion Surveys

38

Open Door Policy

34

Gripe boxes

10

Graph 2:

Q2) What steps are taken by the management to know the grievances of the employees? Table

Interpretation- Out of 100 Verka Milk Plant employees 18% says that exit interviews are taken by the management to know the grievances of the employees, 38% says that opinion survey are taken by the management to know the grievances of the employees, 34% says that open door policy are taken by the management to know the grievances of the employees and rest 10% says that gripe boxes are taken by the management to know the grievances of the employees.

Q3) What type of grievances are you facing at large in your organization?

Table 3:

Oral

37

Written

63

Graph 3:

Q3) What type of grievances are you facing at large in your organization? Table 3: Oral

Interpretation- Out of 100 Verka Milk Plant employees 37% says that oral grievance at large in the organization and rest 63% says that written grievance at large in the organization.

Q4) What do you think a company should face the grievance or not?

Table 4:

Yes

33

No

41

Can't Say

26

Graph 4:

Q4) What do you think a company should face the grievance or not? Table 4: Yes

Interpretation- Out of 100 Verka Milk Plant employees 33% says that Yes a company should face the grievance, 41% says that No a company should not face any grievance and rest 26% says that they can’t say anything whether yes or no.

Q5)

How much time your organization takes to solve a grievance case?

Table 5:

2 Days

29

2-4 Days

23

4-8 Days

37

More than 15 Days

11

Graph 5:

Q5) How much time your organization takes to solve a grievance case? Table 5: 2 Days

Interpretation- Out of 100 Verka Milk Plant employees 29% says that 2 days time can take an organization to solve a grievance case, 23% says that 2-4 days time can take an organization to solve a grievance case, 37% says that 4-8 days time can take an organization to solve a grievance case and rest 11% says that time can take an organization to solve a grievance case.

Q6) What do you think that the workers should discuss their grievances directly to the management or through a media?

Table 6:

Directly

19

Union Leader

37

Supervisor

44

Graph 6:

Q6) What do you think that the workers should discuss their grievances directly to the management

Interpretation- Out of 100 Verka Milk Plant employees 19% says that directly the workers should discuss their grievances directly to the management or through a media, 37 % says that the workers should discuss their grievances with union leader to the management or through a media, and the rest 44% says that the workers should discuss their grievances with the supervisor to the management or through a media

Q7)

What is the attitude of the management towards the workers in grievance

handling ?

Table 7:

Positive

41

Negative

17

Neutral

23

Biased

19

Graph 7:

Q7) What is the attitude of the management towards the workers in grievance handling ? Table

Interpretation- Out of 100 Verka Milk Plant employees 46% says that the management should show positive attitude towards the workers in grievance handling, 14% says that the management should show negative attitude towards the workers in grievance handling, 22% says that the management should show neutral attitude towards the workers in grievance handling, and the rest 18% says that the management should show biased attitude towards the workers in grievance handling.

Q8)

Does

your

Organization

have

a

well

defined

procedure

for

grievance

handling?

 

Table 8:

Yes

 

63

No

 

37

Graph 8:

 
Q8) Does your Organization have a well defined procedure for grievance handling? Table 8: Yes 63

Interpretation- Out of 100 Verka Milk Plant employees 63% say that yes the Organization have a well defined procedure for grievance handling and the rest 37% says that no the organization does not have a well defined procedure for grievance handling.

9)

Does your organization reviews the grievance procedure from time to time?

Table 9:

Sometimes

21

Always

69

Never

10

Graph 9:

9) Does your organization reviews the grievance procedure from time to time? Table 9: Sometimes 21

Interpretation- Out of 100 Verka Milk Plant employees 21 % says that sometimes organization reviews the grievance procedure from time to time, 69% say that always organization reviews the grievance procedure from time to time and rest 10% says that never ever organization reviews the grievance procedure from time to time.

Q10)

Are you given a chance to communicate your grievances to the management?

Table 10:

Always

9

Sometimes

23

Never

68

Graph 10:

Q10) Are you given a chance to communicate your grievances to the management? Table 10: Always

Interpretation- Out of 100 Verka Milk Plant employees 9% says that there is always a chance to communicate your grievances to the management, 23% says that there is sometimes a chance to communicate your grievances to the management and the rest 68% says that they never had chance to communicate grievances to the management.

SUGGESTIONS & RECOMMENDATIONS 78

SUGGESTIONS

&

RECOMMENDATIONS

9. SUGGESTIONS AND RECOMMENDATIONS

By spending a lot of time in the research project of Grievance Handling System in the Verka Milk Plant, following are my suggestions to the Company.

HR should identify those departments which support it for the procurement and disbursement of certain articles say Purchase, Stores, Finance, etc.

They should work out a yearly itinerary so that all articles are procured well in advance.

There should be an adequate time for quality checks and in case the consignment is rejected there should time enough foe changes to be made so that only the right articles are issued to the workers.

All suppliers need to be re-evaluated since the quality of several articles of IR importance have been found wanting. Verka Milk Plant Management has to take care about the working conditions of the employee and has to check the rules and regulation criteria time to time in the company itself.

Opinion surveys are the best technique to know and rectify any grievance

handling in the Verka Milk Plant company. The trend of written grievance has to be maintained as it is the most beneficial for

the employees to know any grievance handling in Verka Milk Plant. The time limit to solve the grievance handling should have to be reduced so that working of the Verka Milk Plant organization continue without any hesitation.

Supervisor of the Verka Milk Plant management has to check any grievance handling issue time to time and with proper techniques.

Verka Milk Plant Management should show positive attitude towards the workers

in grievance handling Verka Milk Plant Organization should have a well defined procedure for

grievance handling. Verka Milk Plant Organization should have to reviews the grievance procedure from time to time.

CONCLUSION 80

CONCLUSION

10. CONCLUSION

Working conditions, management and Company Rules and regulations are the

cause of grievance among the Verka Milk Plant workers.

Opinion survey and open door policy are taken by the management to know the

grievances of the Verka Milk Plant employees.

Oral grievance and written grievance at large in the organization. Verka Milk

Plant company should face the grievance from time to time so as to achieve

No more than a week time taken for an organization to solve a grievance case.

Verka Milk Plant workers discuss their grievances with the supervisor to

the management or through a media

Verka Milk Plant management show positive attitude towards the workers in

grievance handling. Organization have a well defined procedure for grievance

handling.

Organization reviews the grievance procedure from time to time. There is always

a chance to communicate grievances to the Verka Milk Plant management.

From the above discussion and study of Grievances Handling System in Verka Milk Plant, we can say that the most popular causes of the grieva.t1ces in, the company are canteen and uniform. To resolve these problems the company has adopted two methods. These methods are individual and collective grievance procedures. According to these procedures the grievance can be resolved by step by step via Supervisors and HODs. But the grievant can also approach the GM directly if there is a big issue.

The most of the workers are satisfied with the present grievances redressal procedure of the company. They all know the procedures very well and they are' satisfied because this company has resolved their, problem and grievances very well in short time.

This company offers financial and non-financial rewards to their employees, if the company gets advantage due to their grievances and to motivate their employees e.g. SB awards, long service awards, suggestion scheme, etc.

All the workers and the employees in Verka Milk Plant are satisfied with the company's policies and procedures. That is why they are punctual of time and hardworking. The result of their hard work is that the company wins ISO certificate in efficient quality due to mutual relations of the employees. Due to these reasons, today Verka Milk Plant is not only India's best Milk Cooperation, but it is one of the top most brand in the market.

SWOT ANALYSIS 83

SWOT

ANALYSIS

SWOT ANALYSIS

SWOT Analysis (Strength, Weakness, Opportunity, Threat)

Strengths :- The key strengthening elements of Verka Milk Plant are:

  • (a) Healthy amount of respect & reputation all over the nation.

  • (b) Extensive network distribution coverage.

  • (c) The infrastructure is world class.

  • (d) Better Environment, Good Marketing Strategy and Latest Developments

Weaknesses :- The weaknesses coming out to be:

  • (a) Losing Market share, i.e. unable to retain customers.

  • (b) Weak & unprofessional Advertisement Network.

  • (c) Inappropriate pricing strategy.

  • (d) Lack of feedback & continuous interaction with retailers.

Opportunities :- The future gains can be from:

  • (a) Putting classified vouchers of different denominations.

  • (b) Consumer is educated one & demands quality not the quantity.

  • (c) The customer is ready to pay more to receive the quality service.

  • (d) The advertisement can be a collective one for all its products.

Threats :- The major threats are :

  • (a) Stiff competition from other textile industries.

  • (b) Verka Milk Plant should see to competitor’s market strategies.

LIMITATIONS 85

LIMITATIONS

LIMITATIONS

The main limitation encountered during the project course was the responding error by Management Executives, but the approximate figures of data & facts are sufficient for the purpose of this project regarding grievance handling. Nothing is perfect in this mandate world and this study is no exception. Given below are the limitations of the study related to grievance handling in Verka Milk Plant so that the findings of the study may be understood in their right perspective.

The day of transition was a sad day for many people in India, especially “Brand

Watchers” who have lived with the brand Hutch for so many years. People experienced great service, terrific advertising, and personally felt a huge

sense of pride, thanks to the brand - both as consumer of its services, and an Indian communication professional. They were not sure if Verka Milk Plant would cater to all this. The immense cost of this exercise - both in terms of money and customer

relationships. The effect and the effort to manage the two is mind-boggling. Visitors will still probably look for Hutch and end up in official dead-ends

(instead of redirects). Visitors looking for Verka Milk Plant now, will probably not find much to help them out (unless Verka Milk Plant has done a damn good job).

BIBLIOGRAPHY 87

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS AND JOURNALS

Gordon, M.E. & Miller, S. (1984). Grievances: A review of research and

practice. Personnel Psychology, 37:117-146. Labig, C. Jr. & Greer, C. (1988). Grievance initiation: A literature survey and suggestions for future research. Journal of Labor Research, 9: 1-27.

Lewin, D. & Peterson, R. (1988). The modern grievance procedure in the United States. New York: Quorum Books.

Knight, T. (1987b). The role of the duty of fair representation in union grievance decisions. Relations Industrielles/Industrial Relations, 42: 716-733.

Heneman, H.C., Jr. (1969). Toward a general conceptual system of industrial relations: How do we get there? Pp. 3-24 in G. Sommers (Ed.), Essays in industrial relations theory. Ames, IA: Iowa State University Press.

Lewin, D. & Boroff, K.E. (1994).

The role of loyalty

in

exit and

voice: A

conceptual and empirical analysis. Paper presented at the Fourth Bargaining Group Conference, University of Toronto.

Bemmels, B. (1995b). Shop stewards' satisfaction with grievance procedures. Industrial Relations, 34: 578-92.

Allen, R.E. & Keaveny, T. (1985). Factors differentiating grievants and nongrievants. Human Relations, 38:519-534.

WEBSITES

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

http://www.management-hub.com/hr-grievance.html

∑ <a href=www.google.com ∑ www.yahoosearch.comhttp://www.indianmba.com/Faculty_Column/FC338/fc338.html ∑ http://en.wikipedia.org/wiki/Grievance ∑ http://www.management-hub.com/hr-grievance.html ANNEXURE 89 " id="pdf-obj-88-32" src="pdf-obj-88-32.jpg">

ANNEXURE

ANNEXURE: QUESTIONNAIRE

Q1)

According to you what are the causes of grievance among the workers?

Management Policy

Management Policy

Management Policy

Working conditions Company rules and regulations

Working conditions Company rules and regulations Alleged violation of laws

Alleged violation of laws

Working conditions Company rules and regulations Alleged violation of laws
Working conditions Company rules and regulations Alleged violation of laws

Alleged violation of collective bargaining

Q2)

What steps are taken by the management to know the grievances of the employees?

Exit Interviews

Exit Interviews opinion surveys

opinion surveys

Exit Interviews opinion surveys

Open door policy

Open door policy Gripe Boxes

Gripe Boxes

Open door policy Gripe Boxes

Any other

Any other

Q3)

What type of grievances are you facing at large in your organization?

Oral

Oral Written

Written

Written

Q4)

What do you think a company should face the grievance or not?

Yes

Yes No Can't say

No

Can't say

Can't say

Yes No Can't say

Q5)

How much time your organization takes to solve a grievance case?

2 days

  • 2-4 days

2 days 2-4 days

4-8 days

  • More than 15 days

4-8 days More than 15 days

Q6)

What do you think that the workers should discuss their grievances directly to the

management or through a media?

 

Directly

  • Union Leader

Directly Union Leader Supervisor

Supervisor

Directly Union Leader Supervisor

Q7)

What is the attitude of the management towards the workers in grievance

handling?

 
 

Positive

Positive Negative Neutral Biased

Negative

Positive Negative Neutral Biased

Neutral

Positive Negative Neutral Biased

Biased

Q8)

Does your Organization have a well defined procedure for grievance handling?

Yes

Yes No

No

Yes No

Q9)

Does your organization review the grievance procedure from time to time?

 

Sometimes

Sometimes

Always

Always
 

Never

Sometimes Always Never

Q10)

Are you given a chance to communicate your grievances to the management?

Always

  • Sometimes

Always Sometimes Never

Never

Always Sometimes Never

APPENDIX

GRIEVANCE LOG FORM

Name of Employee

EC No.:

Dept:

Shift:

Date:

Issue/Grievance

 

Signature of Shift Executive:

Date

Action Taken/date

 

Forwarded to Incharge

Date

Action Taken/date

 

Forwarded to HOD/HR manager

Date

Action Taken/date

 

Forwarded to GM

Date

Comments/date