Académique Documents
Professionnel Documents
Culture Documents
UNIVERSITY OF CALICUT
Submitted by
MIDHUN GOVIND
REG.NO: PKAPMBA020
Mr. S .N.JAGADEESH
(ADDITIONAL CO - ORDINATORSMS,PALAKKAD)
SCHOOL OF MANAGEMENT
STUDIES
UNIVERSITY OF CALICUT
MINOR PROJECT 1
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
PALAKKAD
(2015-2017)
UNIVERSITY OF CALICUT
CERTIFIC
ATE
GOVIND
MINOR PROJECT 2
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EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Date:
Co-ordinator,
SMS, palakkad
University of Calicut
UNIVERSITY OF CALICUT
CERTIFICA
TE
This is to certify that this project titled A STUDY ON
MINOR PROJECT 3
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INSTRUMENTATION LIMITED KANJIKODE
under my guidance.
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INSTRUMENTATION LIMITED KANJIKODE
N.J
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EE
SH
( ADDITIONAL CO -
ORDINATORSMS,PALAKKAD)
University of Calicut
UNIVERSITY OF CALICUT
DECLARATION
MINOR PROJECT 5
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EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Place: Palakkad
MIDHUN GOVIND
Date:
ACKNOWLEDGEMENT
I would like to express my sincere gratitude and reverence to God Almighty, for
guiding me throughout this project, making my Endeavour an undiluted success.
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without the sincere help and earnest support provided to me from all sources that was
approached.
I take this as a privilege to thank Mr. T. RADHAMOHANAN, Senior Officer (P&
A) of ILP for permitting me to carry out this study in such an esteemed organization
and for their continuous support and advice which helped me to follow he correct
path.
thanks are due to the staff of the ILP for the whole hearted co operation.
.
I acknowledge my sincere and profound gratitude to Dr. B. VIJAYACHANDRAN
PILLAI the Co-ordinator, School of Management Studies, Palakkad for providing
me the necessary formal sanction required for carrying out this project.
I wish to express my deep sense of gratitude to my guide Mr. S.N JAGADEESH,
(ADDITIONAL CO - ORDINATORSMS,PALAKKAD), School of Management Studies
Palakkad, University of Calicut, for his kind support, advice and encouragement from the
beginning of the project work till the completion of the project report and he has been
very co-operative and without his valuable advices and suggestions this report would not
have been successful.
Finally I would like to thank my parents, friends and all others for their support and
guidance to complete the project successfully.
MIDHUN GOVIND
EXECUTIVE SUMMARY
TITTLE
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Pigors and Myers observe that the three terms dissatisfaction, complaint and
grievance indicate clearly the nature of dissatisfaction. According to this
dissatisfaction is anything that disturbs an employee, whether he expresses it in
words or not. A complaint is a spoken or written dissatisfaction which is brought to
the notice of the management or trade union representatives
The project will help us to identify the relationship between employees and
employers.
The project throws light on need for grievance handling mechanism and this
employees.
redressal procedure.
employees.
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in the organization.
5. To identify the determinants of employee satisfaction with respect to
RESEARCH METHODOLOGY
RESEARCH DESIGN
Analytical and descriptive research
SAMPLING DESIGN
Simple Random Sampling method
Population
Primary Data
Primary data are those which are collected a fresh and for the first time , and thus
happen to be original in character. And her primary data is collected through
structured interview schedule from employees.
Secondary Data
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Are those which have already been collected by someone else and which have
And here secondary data has been collected through company journals, internet,
Tables
Charts
DURATION OF STUDY
Percentage Method
Chi-square test
Variables
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The management staffs were busy, with their routine work and hence
There may be personal bias of the respondents, which affect the result
of the study.
CHAPTER SCHEME
Chapter 1: INTRODUCTION
Chapter5: FINDINGS,SUGGESTIONS,CONCLUSION
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CHAPTER 1
INTRODUCTION
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INTRODUCTION
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In other words, grievance are feelings, sometimes real, sometimes imagined, which
an employee may how in regard to his employment situation. Whenever there is any
discontentment among employees, it is bound to result in a turmoil which may affect
the interests of the management very adversely. Grievances generally give rise to
unhappiness, frustration, discontent, indifference to work, poor morale; and they
ultimately lead to the inefficiency of workers and low productivity.
A personnel administrator should, therefore, see to it that grievances are redressed at
the earliest moment possible, failing which edifice of the organization may tumble
down.
Maintaining quality of work life for its employees is an important concern for the any
organization. The grievance handling procedure of the organization can affect the
harmonious environment of the organization. The grievances of the employees are
related to the contract, work rule or related to the contract, work rule or regulation,
overtime, transfer, leave, health and safety regulation, past practice, changing the
cultural norms unilaterally, seniority, wage payment, bonus, etc..Here, attitude on
the part of management in their effort to understand the problems of employees and
resolve the issue 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 with the union effective grievance
handling is an essential part of cultivating good employee relations and running a
fair, successful, and productive work place, Positive labour relations are two- ways
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street both sides must give a little and try to work together relationship building is
key to successful labour relations, precautions and prescriptions. The management
should take care of following aspects to develop a culture of trust and confidence
upon the employees.
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Research
RESEARCH METHOLOGY
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A. SAMPLING
Sample Design
A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would be adopted in selecting
items for the sample.
Population
Sample size
The refers to the number of items to be selected from total population. The size of
the sample should neither be excessively large, nor too small. It should be optimum.
An optimum sample is one which fulfills the requirements of efficiency,
representativeness reliability and flexibility size of the sample used in this study is 50
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Primary Data
Primary data are those which are collected a fresh and for the first time, and thus
happen to be original in character. And her primary data is collected through
questionnaire from employees.
Secondary Data
Are those which have already been collected by someone else and which have
already been passed.
And here secondary data has been collected through company journals, internet,
magazines, brochures etc..
TOOLS OF ANALYSIS
Percentage Method.
In this project percentage method test and used. The following are the
formula.
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The management staffs were busy, with their routine work and hence
they were not able to spare much time for interview.
The study was conducted within a short period.
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CHAPTER 2
REVIEW OF LITERATURE
LITERATURE REVIEW
A grievance may be defined as any dispute that arises between an employer and
employee, which relates to the implied or explicit terms of the employment
agreement (Britton, 1982.12).The validity of a grievance depends upon whether or
not there is just cause or reason for such complaint certain tests are used in
determining whether a company had just causes for disciplining an employee (BNA
editorial staff, 1959-1987:1). Anyone having an affiliation with an organization can
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file a grievance on behalf of or against that organization some of the most common
complaints by employees include unfair treatment of by the employer, broken
employment agreement and employers complaints are, and employer
communications and defamation. The most common employers complaints are
misconduct substance abuse, unsatisfactory performance, and safety and health
violations
For grievance handling to be effective, the employer has to follow certain guidelines.
In disliking employees management should mainly use for penalties such as
warnings, suspensions, and discharge (BNA editorial staff, 1959- 1987:11) measures
of supervisory behaviours and supervisors knowledge of the collective agreement
should intuitively be related to the occurrence of grievable events, but there has been
no theory advanced to explain grievable events Kliener Nickels burg and Pilarski
(1995) implicitly assumed that supervisor monitoring of employees will increase the
number of grievable events, but a theoretical parts or rationale for this assumed
relationship is not discussed.
Grievant were less satisfied with their jobs had poorer attitude toward their line
supervisors, had greater feelings of pay in equity, had stronger beliefs that workers
should participate in decision making, were less satisfied with their unions, and more
active in their union. The lower with the union grievant may be due to dissatisfaction
with the processing of grievances were more younger and had less educated than
non-grievant. Gordon and miller, Allen and Keavney and Kllass note the important
role that expectancy theory could play in differentiating grievance and non-grievance.
Although not a complete text of expectancy theory, Lewing and Boroff did include
the employees preside effectiveness of the grievances an explanatory variable this
was not significantly related to the grievance filling future research was not
significantly related to grievance filling that more fully develops testable hypothesis
derived from expectancy theory seems appropriate.
Bemmels, Reshef and Stratton Devine include the stewards assessment of how
frequently employees approach them with complaints. Although most grievances are
formally felled by employees, the initiation of the grievance can come from
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Grievance procedures are related to attitude measures and the behaviour of shop
stewards in the grievance procedure. Grievance procedure effectiveness was related
to union members overall satisfaction with the union. Grievance procedures have
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In discipline in cases to ensure the employees complete due process rights. Five types
of grievance systems were typically noted in the literature. They were the open door
policy, step review method; peer review also called the grievance committee or round
table and hearing officer. In the public sector study the predominant method of
grievance adjudication was the step review method used either singularly or in
combination with a peer review committee. The step review method had
characteristics similar to the grievance arbitration procedures found in the union
contracts.
The step review method has a pre-established set of steps for reviewing employee
complaints by succeeding higher levels of agency personnel.
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Grievant were less satisfied with their jobs, had poorer attitudes toward their
line supervisors, had greater feelings of pay inequity, had stronger beliefs that
workers should participate in decision-making, were less satisfied with their unions,
and more active in their unions. The lower satisfaction with the union among grievant
may be due to dissatisfaction with the processing of grievances. Grievant were more
younger and had less education than non grievant.
Gordon and Miller, Allen and Keavney and Klass note the important role that
expectancy theory could play in differentiating grievant and non grievants. Although
not a complete test of expectancy theory, Lewin and Boroff did include the
employees perceived effectiveness of the grievance procedure as an explanatory
variable. Surprisingly, this was not significantly related to grievance filing. Further
research focusing on expectancy theory and grievance filing that more fully develops
testable hypotheses derived from expectancy theory seems appropriate.
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Discrimination was spelled out as based upon race, sex, religion, colour, national
origin, age, veteran status, or handicapped.
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Five types of grievance systems were typically noted in the literature. They were the
open door policy, step-review method, peer-review also called the grievance
committee or roundtable, ombudsman and hearing officer. In the public sector study.
The predominant method of grievance adjudication was the step-review method used
either singularly or in combination with a peer-review committee. The step-review
method had characteristics similar to the grievance arbitration procedures found in
union contracts.
The step-review method has a re-established set of steps for reviewing employee
complaints by succeeding higher levels of agency personnel.
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Bethel and others have given typical examples of workers grievances. These are:
1. CONCERNING WAGES
2. CONCERNING SUPERVISION
Complaint that the employees record of continuous service has been unfair
broken;
Complaint that the claims of senior person have been ignored; that seriously
has been wrongly determined that younger workers have been promoted a
head of older and more experienced employees.
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Charges are made that disciplinary discharge or 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 rid of the employee; hence the
charges against him.
5. COLLECTIVE BARGAINING
1. The company is attempting to undermine the trade union and the workers who
belong to the union; the contract with labour has been violated; the company
does not deal effectively with union grievances.
2. The company does not allow the supervisors to deal with and the grievance of
the employees.
3. The company disregards agreements already arrived at the workers and their
trade unions.
Without an analysis of their nature and pattern, the causes of employee dissatisfaction
cannot be removed. The personal administrator of an organization should go into
details of the grievance and find out the best possible methods of settling them. He
should help the top management and line managers, particularly foreman and
supervisors, in the formulation and implementation of the policies, programs and
procedures which would best enable them to handle employee grievance. This
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policies, programs and procedures are generally known as the grievance redressal
procedure.
The grievance redressal procedure is advice by which grievance are settled generally
to the satisfaction of the trade union or employees and management. This procedure
is an important part of labour relations .it is essential whether a organization won or
not. The grievance machinery enables a management to detect any defects of working
conditions or in labour relations, and undertake suitable corrective measures. If good
morale and a code of discipline are to be an explosion and production schedules
would be scattered and the morale of employees would be irrespirable impaired
according to Angular, a grievance procedure is essential because it bring uniformity
in the handling of grievance. It gives confidence to the worker, for it he does not get
affair deal, he knows what to do and who to approach to ensure that he does get
justice. It also gives him confidence that his complaint will be investigated and a
decision given in a reasonable period of time.
The most large organization in India have a formal grievance procedure, which
enables an organization to redress those grievances that come under it preview. The
advantages of having a formal procedure are;
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C. The role of emotion, which may have caused the grievance in the first place,
can be minimized by the following the process of objective analysis.
D. The process covers several levels in the organization including references to
outside institutions if so desired or provided in the contract.
E. Its existence provides confidence among employees that they can be heard
and that their grievances can be impartially redressed.
F. The mere existence of this procedure therefore is satisfying even though an
employee may never have an occasion to use it.
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STEP-3
LOCAL UNION
OWNER OR MANGER
REPRESENTATIVE
STEP-2
STEP-1
EMPLOYEE
DIAGRAM
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DO
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DONT
Discuss the case with the union steward alone; the grievant should
definitely be there.
Make agreements with individuals that are inconsistent with the
labour agreement.
Apply the grievance remedy if the company is wrong.
Hold back the remedy if the company is wrong.
Admit the blinding effect of a past practice.
Relinquish your authority to the union.
Settle grievances on the basis of what is fair. Instead , stick to the
labour agreement which, after all, should be your standard.
Make mutual consent regarding future action.
Bargain over items not covered by the contract.
Concede implied limitations on your managements rights.
Argue grievance issues off the work premises.
Treat as abatable claims demanding the discipline or discharge of
management members.
Commit the company in areas beyond your limits of responsibility or
familiarity.
Give away your copy of the written grievance.
Discuss grievances of striking employees during an illegal work
stoppage.
Settle a grievance when you are in doubt.
Support another supervisor in a hopeless case.
Refer a grievant to a different form of adjudication.
Overlook the precedent value of prior grievance settlement.
Trade a grievance settlement for a grievance withdrawal (or try to
make up for a bad decision in one grievance by bending over
backwards in another).
Give long written grievance answers.
Negate the managements right to promulgate plant rules,
Deny grievance on the premise that your hands have been tied by
management.
Agree to informal amendments in the contract.
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REFERENCES
CHAPTER 3
INDUSTRY PROFILE
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INDUSTRY PROFILE
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Valves first began taking a modern bent in designs with the introduction of
Thomas New Comes industrial steam engine in 1705 .The development of steam
engines and valves paralleled and complimented one another, as steam engines
required more sophisticated valves that could with stand high pressures and high
temperatures. However a large scale production of valves did not occur until the
municipal water systems began with New York Citys water works project in 1842.
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The three companies which were first concerned in the development of electronic
valve were AC crosser Ltd, Edison Swan Electric co. Ltd and two were already
evacuating glass bulbs and Marconis interest stemmed from the application of valve
to radio communication. Large scale production of valve began during the First
World War. When the armed face wanted valve in quantity for radio communication.
Edison Swan crosser began quantity production, but to meet the demand three other
manufacture also started to make valves. There were General Electric co Ltd (GEC),
which had been formed as a private company in 1889,British Thomson-Houston Co.
Ltd (BTH) which was formed 1896 and metropolitan-Vickers electrical co. Ltd ,then
called British Wasting House Electrical and manufacturing co Ltd ,which was formed
in 1899.By the end of 1918,the principal customers for valve were the government
and the Marconi .
In the immediate post-war years amateurs began to use radio and they often made
their own equipment commercial production of radio valve was still, however done
by amateurs, arid to meet this demand, kits of valve and radio components were
sold , Cossror , Edison Swan ,B.T.H and metro Vick continued their valve
production.
G.E.Cs valve factory was taken over by joint company, which G.E.C formed with
Marconi each owing half the share. The new company was entitled to free use of each
partys patents relating to manufacture of valves. The joint Marconi-Osram valve co
Ltd ,Osram began the trade name G.E.Cs lamps and valve was formed in 1919. A
year later the name of the company changed to the M.O.V Co Ltd.
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infrastructure, refinery, chemical industry, petroleum etc. all of these sector including
power, oil and gas, pharmaceutical and petro chemicals is expected to grow at a rapid
pace in the next year .Power and steel are further going to boost the growth of valve
industry.
Manufacturing technologies are improving and new technologies are
emerging in the valve industry. Manufactures are using latest manufacturing and
testing equipments .The valve finishing over the years has improved significantly.
New low emission ,low noise special internals in exotic materials and new control
systems like smart positioners are now used in large quantities.
COMPANY PROFILE
Instrumentation Ltd is one of the most reputed public sector units which were
established in 1964 at Kota in Rajasthan as its headquarters. The main objectives of
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the company were of actual reliance in providing systems and instrumentation to the
core sectors of the country.
The second unit was established exactly a decade later at Palakkad dedicated
to the manufacture of control valves ,butterfly valves ,pressure reducing valves and
allied equipment required for the C and I package being supplied the IL on a tern key
basis. The third unit was set up in early 1990s for manufacture of UPS of Fuji-Japan
and telephone exchange of C-dot at Jaipur. Marketing division has its headquarters at
New Delhi and the network cover for branch offices at New Delhi , Kolkata, Mumbai
and Chennai. IL has diversified in field of telecommunication, power electronic and
railway signalling system.
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PROMOTERS
This is a public sector under taking and hence the ownership is vested in the
hands of the central government. Governing bodies are managing director who is the
chairman and the board of director. This involves three sector bodies with one joint
secretary and two deputy manager followed by him.
INSTRUMENTATION LIMITED-PALAKKAD
Instrumentation Ltd Palakkad has one of the best CAD /CAM facilities which
have been instrumental successfully designing very special valves including 16
inches control valve which are largest ever manufacturing in India.
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VISION
MISSION
1.High level of customers satisfaction through better quality products and timely
services.
DELIVERY
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Product of I.L. : -
The company has developed very good product mix. Details of main
products being manufactured in different units are given below: -
1. Annunciater
2. Gas Analysis and Pollution Monitoring Instruments
3. Microprocessor Based Controller and Recorder
4. Electronic Transmitter
5. Telecom Circuits
6. Pneumatic Instruments and Transmitter Pannel
7. Railway Signaling System
8. Modern Distributed Digital Control System
9. Power and Process simulator
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SERVICES
Instrumentation Ltd is providing global services.IL treats customers THE KING and
he deserves the best .To stick on this idea ,IL offers the following services.
1.An extensive network branch and regional offices to cater to its sales
services support including trained man power.
2.A bank and customer services cell at Palakkad to cater the emerging needs.
MANUFACTURING FACILITIES:
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The facilities for manufacture and testing of valves-control valves, butterfly valves
,rotary plug valves ,safety relief valves, pressure reducing valves electrical activators
established at Palakkad plant are one of the best in this part of the world.ILP is the
only company in India to have all in house facility to manufacture globe type control
valve ranging from to 30 size and rating up to ANSI 2750 special class and
butterfly valves up to size 2400NB.
A team of engineers and technicians trained for the past .So many years are
available to bring out the best quality product .The plant is also equipped with
sophisticated CNC lathes ,CNC drilling ,machining Centre vertical lathe with a
sewing of 4.3 meters ,roller machine ,productivity of high order ensuring quality
and reliability.
Major Suppliers: -
MINOR PROJECT 45
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
MINOR PROJECT 46
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
1) Power: -
a) National Electricity Board (Neb), Malaysia
b) Bharat Heavy Electricity Limited (BHEL)
c) Damodar Valley Corporations (DVC)
2) Steel: -
a) Esfahan Steel Plant, Iran
b) Steel Authority of India Limited, Alloy Steel Plant, Durgapur
c) Steel Authority of India Limited, Bokaro Steel Plant
d) Steel Authority of India Limited, Durgapur Steel Plant
3) Refineries: -
a) Madras Refineries Limited
b) Cochin Refineries Limited
c) Bharat Petroleum Corporation Limited, Mumbai
d) Hindustan Petroleum Corporation Limited, Vishakhapatnam
4) Oil and Natural Gas: -
MINOR PROJECT 47
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
11) Paper: -
a) Andhra Paper Mills (A.P.)
b) Mysore Paper Mills
12) Pharmaceuticlas: -
a) Hindustan Antibiotics Ltd.
b) Indian Drugs and Pharmaceuticals Ltd. Rishikesh
13) Taxtiles: -
a) Modipon
b) Grasim Industries
14) Sugar: -
a) Gangavati Sugar Ltd.
b) Daurala Sugar Works (U.P)
15) Space: -
a) Indian space Research Organization, SHAR Center, Sriharikota (A.P)
b) Vikram Sarabhai Space Center, Trivandrum
16) Railway Signaling: -
a) Western Railway
b) Rites
17) Defence Products: -
a) ARDE, Pune
b) DRDL, Hyderabad
18) Telecom Exchanges and Accessories: -
a) Haryana Telecom Circle
MINOR PROJECT 48
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Future of I.L.: -
The future vision of the company has better in years to come.
MINOR PROJECT 49
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Objective of I.L.: -
Self reliance in Control & Instrumentation and the growing need for an
indigenous source of supply of C&I systems for core industries like Power, Steel, Oil,
Gas, Refineries, Petrochemicals and Chemicals it was to achieve this prime
objectives that Instrumentation Ltd. (I.L.) was established at Kota, Rajasthan in 1964.
The second unit was established exactly a decade later at Kota dedicated to the
manufacture of control valves, butterfly valves, pressure reducing valves and allied
equipments required for the C&I packages being supplied by I.L. on a turnkey basis.
Pioneer of C & I in India, Instrumentation Ltd., today plays a vital support role
for a very wide spectrum of industrial enterprises ranging from core sector
establishments such as steel, power, cement and oil refineries to large medium and
even small scale industries. It has in its emerged as a company that is truly
contemporary in a global context.
In India I.L. has achieved self reliance in the field of Instrumentation and has
gone on to earn a fair name as the leader in providing turnkey Instrumentation, not
only to the core Indian industry, but also to the overseas market as well. Not only
thus I.L. conserve and earn precious foreign exchange, it has also played a dominant
role in making India self reliant in turnkey Instrumentation skills.
MINOR PROJECT 50
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Total, ILP plays a vital support role for a very wide spectrum of industrial
enterprises in India and abroad.
Since 1974, flow Products Division of I.L. has been assimilating and harnessing
technology from around the world, for dedicated application across wide ranging
needs related to fluid flow and control.
I.L.s manufacturing range spans Control Valves, Butterfly Valves, Safety Relief
Valves, Flow Elements, Power Cylinders, Pneumatic Actuators, Electrical Actuators,
Pressure Reducing and Desuper heating stations and allied accessories.
Quality Assurance: -
ISO-9001 and ISO-14001 certificates were awarded to the Engineering
Directorate at Head Quarters of NPCIL and the Narora Atomic Power Station
respectively.
These services were also provided to other units such as Heavy Water Plant
(Manuguru), Tarapur Atomic Power Station etc. To cater to the needs of R & D and
other engineering projects related to PFBR, a Quality Engineering Services and
Testing Facility was under augmentation.
MINOR PROJECT 51
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Employees Welfare: -
Under the Central Health Service Scheme (CHSS), which covers over 72,000
beneficiaries, over 4.80 lakh patients were treated, while the Audiology and Speech
Therapy Unit extended treatment to 3800 patients. As a part of social service activity,
assistance was provided to about 12,000 patients.
REFERENCES
MINOR PROJECT 52
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE-1
Male 30 60%
Female 20 40%
TOTAL 50 100%
CHART-1
MINOR PROJECT 53
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
GENDER STATUS
2; 40%
1; 60%
Interpretation
The above table shows that 60% of the respondents are male and 40% of them are
female employees.
TABLE-2
Below 20 0 0
21-30 14 28%
31-40 24 48%
MINOR PROJECT 54
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Total 50 100%
CHART-2
10
6
PERCENTAGE
4
0
Below 20 21-30 31-40 40 and above
ATTRIBUTES
INTERPERTATION
It is found out of 50 respondents, none of them belong to the age group of below 20,
28% of them lie between 21-30, 48% of them between 31-40 and 24% of them are 40
and above.
TABLE-3
EDUCATIONAL QUALIFICATION
MINOR PROJECT 55
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Diploma 16 32%
Graduate 10 20%
Post graduate 4 8%
Total 50 100%
CHART-3
EDUCATIONAL QUALIFICATION
40%
30%
20%
10%
0%
y
te
ar
PERCENTAGE
m
ua
nd
lo
ad
ip
co
gr
se
st
er
Po
gh
hi
w
lo
Be
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondents, 24% are below higher secondary, 16%
are higher secondary, 32% are diploma holders, 20% are graduates and 8% are post
graduates.
TABLE-4
MINOR PROJECT 56
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Total 50 100%
CHART-4
40%
30%
PERCENTAGE 20%
10%
0%
Less than 5- years 10-15 years
ATTRIBUTES
INTERPRETATION
MINOR PROJECT 57
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
TABLE-5
Promotion 4 8%
Work time 3 6%
Discipline 4 8%
Total 50 100%
CHART-5
PERCENTAGE
s
pe
le
er
ob
rk
su
pr
wo
th
n
wi
io
co
at
m
ic
th
le
un
ob
wi
m
Pr
m
le
Co
ob
Pr
ATTRIBUTES
INTERPRETATION
MINOR PROJECT 58
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
time,8% of them have problem with superior, promotion and discipline,26% of them
have communication problem , 40% of the employee have grievance with co-workers
CHART-6
RESPONDENTS
Mostly 10 20%
Rarely 20 40%
Sometimes 7 14%
Total 50 100%
CHART-6
MINOR PROJECT 59
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Grievance
500%
400%
300%
PERCENTAGE
200%
100%
0%
Mostly Rarely Sometimes Not at all
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondents, 40% of employees rarely face
grievance, 20% faces mostly, 14% faces sometimes and 26% not at all faces any
grievance in the organization.
TABLE 7
Co- workers 3 6%
Supervisor 8 16%
Management 15 30%
Total 50 100%
CHART-7
MINOR PROJECT 60
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
SHARE GRIEVANCE
30%
25%
20%
15%
PERCENTAGE 10%
5%
0%
ad
t
en
he
em
n
ag
tio
an
nc
M
Fu
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondents,30% employees report their grievance to
management, 26% of employees report grievance to function head , 22% of them
report to head of H R department, 16% of them report to supervisor and 6% of
employees are report their grievance to co-workers
TABLE 8
WRITTEN 29 58%
Total 50 100%
CHART 8
MINOR PROJECT 61
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
MODE OF COMMUNICATION
ORAL ; 42%
WRITTEN; 58%
INTERPRATION
The above reveals that 58% of the respondents supports that the mode of sharing
grievance is written and the mode of sharing grievance is written and the rest 42%
support it as oral.
TABLE-9
No 10 20%
Some what 4 8%
MINOR PROJECT 62
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Total 50 100%
CHART 9
Some what; 8%
No; 20%
Yes; 72%
INTERPRATION
The above table shows that 72% of respondents were satisfied with the solving of
grievance that existed before, 8% were somewhat satisfied and 20% was not
satisfied.
TABLE 10
SOLVING OF GRIEVANCE
MINOR PROJECT 63
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
RESPONDENTS
Management 41 82%
Arbitrator 3 6%
Total 50 100
CHART 10
Solving of grievance
90%
80%
70%
60%
PERCENTAGE 50%
40%
30%
20%
10%
0%
Management Union leaders Arbitrator
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondents 82% of them feel that most of the
grievance in their organization is solved by management 6%feel that grievance is
handled by arbitrator and the rest 12% feels that is by union leaders.
TABLE 11
MINOR PROJECT 64
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
CHART 11
t
s
en
en
er
ad
m
em
rt
le
ag
pa
n
an
io
de
un
m
of
h
p
d
ug
To
ea
ro
H
Th
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondents 82% of them feel that most of the
grievance in their organization is solved by top management,14% through union
leaders, 6%through legal experts ,4% through informal and 4% grievance are solved
by head of the department
MINOR PROJECT 65
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
TABLE 12
CHART 12
No; 22%
Yes; 78%
INTERPRETATION
The above table illustrates that 78% of the respondents feels that company Statutory
Norms followed in taking the decision and 22% feels that company Statutory Norms
not followed in taking the decision
MINOR PROJECT 66
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
TABLE 13
2 weeks 9 18%
6 weeks 12 24%
Indefinite 7 14%
Total 50 100%
CHART-13
s
ek
ek
ai
fn
we
we
pl
PERCENTAGE
de
m
2
In
co
of
re
tu
na
on
up
d
en
ep
D
ATTRIBUTES
MINOR PROJECT 67
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
INTERPRETATION
The above table illustrates the time taken for grievance handling process,18% of the
employees opinion are 2 weeks time to take the process,14% indefinite ,24% of them
are agree 6 week,44% the employees says the depend up on the nature of the
complaint
TABLE 14
Blockage of remuneration 0 0%
Total 50 100%
CHART -14
MINOR PROJECT 68
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
n
al
tio
PERCENTAGE
at
ca
ot
lo
N
nt
re
fe
di
o
rt
fe
s
an
Tr
of
ce
an
Ch
ATTRIBUTES
INTERPRETATION
The above table illustrates those , consequences after filing grievance complaint : ,
4% of the employees have Harassment and Non co-operation, 6% Chance of Transfer
to different location ,14% effecting promotion ,76% Not at all
TABLE 15
To a satisfactory 9 18%
Total 50 100%
MINOR PROJECT 69
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
CHART-15
80%
70%
60%
50%
PERCNTAGE 40%
30%
20%
10%
0%
Completely To a satisfactory Not at all
ATTRIBUTE
INTERPRETATION
78% Completely satisfied ,18% of moderately satisfied, 04% Not at all satisfied
TABLE 16
No 37 74%
MINOR PROJECT 70
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Total 50 100%
CHART-16
Yes; 26%
No; 74%
INTERPRETATION
The above table illustrates that 26% of the respondents feels that grievance repeated
again and again, and 74% feels that grievance not repeated
TABLE 17
TEMPRORARY RELIEF
MINOR PROJECT 71
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Yes 19 22%
No 31 78%
Total 50 100%
CHART-17
TEMPRORARY RELIEF
Yes; 23%
No; 78%
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 22% of the
respondents feels that temporary relief provided until proper decision is made, and
78% feels that no temporary relief provided
TABLE 18
MINOR PROJECT 72
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Yes 46 92%
No 4 08%
Total 50 100%
CHART-18
No; 8%
Yes; 92%
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 92% of the
respondents feels that opportunity to take it to higher official, and 8% feels that no
opportunity to take it to higher official
MINOR PROJECT 73
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
TABLE 19
OPEN TO SHARE YOUR GRIEVANCES
Yes 39 78%
No 11 22%
Total 50 100%
CHART 19
No; 22%
Yes; 78%
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 78% of the
respondents feels that open to share their grievances , and 22% are not open to share
grievances
MINOR PROJECT 74
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
TABLE 20
RELEVANT TO GRIEVANCE ARE KEPT CONFIDENTIAL
No 9 18%
Total 50 100%
CHART 20
No; 18%
Yes; 82%
MINOR PROJECT 75
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 82% of the
respondents feels that relevant to grievance are kept confidential, and 18% are not
relevant to grievance are kept confidential
TABLE 21
RECORDS MAINTAINED ON EACH GRIEVANCE
Yes 42 84%
No 8 16%
Total 50 100%
CHART 21
MINOR PROJECT 76
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
RECORDS MAINTAINED ON EACH GRIEVANCE
No; 16%
Yes; 84%
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 84% of the
respondents feels that records maintained on each grievance, and 16% records not
maintained on each grievance
TABLE 22
SATISFIED BY THE GRIEVANCE REDRESSAL PROCEDURE
No 7 14%
MINOR PROJECT 77
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
somewhat 7 14%
Total 50 100%
CHART 22
80%
70%
60%
50%
PERCENTAGE 40%
30%
20%
10%
0%
Yes No somewhat
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 72% of the
respondents feels that satisfied by the grievance redressal procedure, and 14% not
satisfied by the grievance redressal procedure ,and 14% somewhat satisfied by the
grievance redressal procedure
TABLE 23
SOLUTION IMPLEMENTED PROPERLY
Yes 40 80%
MINOR PROJECT 78
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
No 6 12%
somewhat 4 08%
Total 50 100%
CHART 23
80%
60%
PERCENTAGE 40%
20%
0%
Yes No somewhat
ATTRIBUTES
INTERPRETATION
The study reveals that out of 50 respondent , above table illustrates that 80% of the
respondents feels that solution implemented properly, and 12% not solution
implemented properly ,and 8% somewhat solution implemented properly
MINOR PROJECT 79
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
CHAPTER 5
FINDINGS
MINOR PROJECT 80
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
organization, 20% faces mostly, 14% faces sometimes and 26% say that they
they faced before was solved to a satisfactory level, 20% say it as somewhat
satisfactory and 8% say that it was not at all solved to a satisfactory level.
82% of the respondents feel that the grievance is solved by management, 12%
being done about their grievance, 38% say they are very often being informed
MINOR PROJECT 81
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
satisfied.
90% of the respondents feel that there is a positive and friendly approach
grievance to higher officials if once the decision was not satisfactory and 8%
CONCLUSION
Instrumentation limited is one of the most reputed public sectors which were
established in 1964 at Kota in Rajasthan as its headquarters. The main objectives of
the company were of actual reliance in providing systems and instrumentation to the
core sectors of the country. ILP has been set up to cater to the requirement of control
valves and allied final control for core sectors process industries like power plant,
MINOR PROJECT 82
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
steel plant, chemical and petrochemical plants, fertilizers refineries, nuclear power
plants etc.
The study is aimed at finding the effectiveness of grievance handling the
effectiveness of grievance handling at ILP. Researcher conducted survey among the
workers in the organization. The data was collected by means of a questionnaire
distributed among the workers. Employees independently answered the questions and
such data collected was tabulated, analyzed and interpreted to give certain
suggestions. Based on the findings, it can be concluded that the grievance handling
mechanism in the organization is effective future improvements can be made so that
all members are highly satisfied with the procedure. The suggestions and
recommendations when implemented will still more organization.
Cooperation among employees is needed by any organization that wants to grow
continuously. In the fast changing environment, organization can scale new heights
only through the effective and efficient use of human resources. From the study it
very clear that ILP is recognizing the importance of satisfying the employees and
retaining them.
APPENDIX
EMPLOYEE QUESTIONNAIRE
Dear Sir/Madam,
MINOR PROJECT 83
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Administration. I request you to kindly co-operate with my study, and assure that the information
provided by you will be kept confidential and would be used only for writing the project report.
1. Are you aware of the grievance Redressal procedure in the organization? (If yes, continue
YES [ ] NO [ ]
PERSONAL DETAILS
2. Gender
Male [ ] Female [ ]
3. Age
Below 20 [ ] 21 30 [ ]
31 40 [ ] 40 and above [ ]
4. Educational qualification.
Below higher secondary [ ]
Higher secondary [ ]
Diploma [ ]
Graduate [ ]
Post graduate [ ]
MINOR PROJECT 84
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
Discipline [ ]
Communication problem [ ]
8. How often have you faced grievance in this organization?
Yes [ ] No [ ] Somewhat [ ]
13. In your opinion decision making authority for grievance handling mechanism?
Top management[ ] Trough Informal[ ] Through union leaders[
]
Head of department[ ] legal expert[ ]
Yes [ ] No [ ] Somewhat [ ]
15. How much time your superior takes on a complaint (during of handling process).
2 weeks [ ] 6 weeks [ ] Indefinite [ ] depends upon Nature of complaint [ ]
16. If grievance is filed does management collect all the details about your problem?
Yes [ ] No [ ]
17. Is there any consequences after filing Grievance complaints?
MINOR PROJECT 85
SMS PALAKKAD
EFFECTIVENESS OF GRIEVANCE HANDLING MECHANISM AMONG THE NON MANAGERIAL EMPLOYEES IN
INSTRUMENTATION LIMITED KANJIKODE
20. Is there any temporary relief provided until proper decision is made so that it does not raise
21. If the decision is not satisfactory are you given opportunity to take it to higher officials?
Yes [ ] No [ ]
23. Do you feel that the matters relevant to the grievance are kept confidential.?
Yes [ ] No [ ]
MINOR PROJECT 86
SMS PALAKKAD