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TITLE INTRODUCTION 1.1 Profile of the organization 1.2 Introduction to the study REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION 6.1 FINDINGS OF THE STUDY 6.2SUGGESTIONS, RECOMMENDATIONS CONCLUSION SCOPE AND LIMITATIONS OF THE STUDY
PAGE NO. 1 5 6 12 13 17 35 37 38 39
APPENDICES
ANNEXURE I
40 41
ANNEXURE II
LIST OF TABLES
Table No. Table name Page No:
1.1 1.2 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18
List of products manufactured Clients Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors authority Correlation between Feel about decision and Real basis identified. Values for correlation Correlation between Discussion and Conference And Supervisors Skill level Values for correlation
2 3 17 18 19 20 21 22 23 24 25 26 28 29 31 32 33 33 34 34
LIST OF CHARTS
Chart No: 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14
Chart Name Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors authority
Page No: 17 18 19 20 21 22 23 24 25 27 28 30 31 32
COMPANY PROFILE
ABOUT THE COMPANY SANS INNOVATIONS is a fast growing company providing end-to-end business solutions globally. It is our constant endeavor that we satisfy our clients through our comprehensive portfolio of services which includes IT Services, Web Services, Training & HR Services. SANS INNOVATIONS is committed to technology innovation and adoption of latest tools and products to provide excellent solutions to its customers. The strong belief of providing endto-end IT services and assisting companies to receive information anywhere, anytime in the most efficient format has led to the complete satisfaction from the clients of SANS INNOVATIONS. In a short period of time we have emerged as a prominent HR services company, and have exemplary success ratio. SANS INNOVATIONS promotes an open work environment as we perfectly understand the employee's expectations. The bottom line is to identify the right person for the right job; leverage their domain expertise and give them the growth opportunities; and optimize their performance level. Our people are the real investment. Their dedication, skills and initiatives will help us achieve great heights and will continue to motivate us to aim higher in the years to come. Team spirit is integral to our philosophy. MISSION: SANS INNOVATIONS wants to be a dependable world-class organization. We shall foster the spirit of entrepreneurship within the organization through individual development. Our endeavor is to provide our national and international customers with competitive solutions. We shall achieve this Quality Service by comprehending their need through close interaction and by creating a global network.
VISION
As a committed team we shall strive for:
Being a trustworthy, customer oriented organization. An open and warm environment where everyone is respected, listened to encouraged to excel. Actively creating and exploring opportunity for the growth of our customers and our organization.
CLIENTS Institutional Clients St.John's College of Engineering And Technology Matrusri Institute of Post Graduate Studies (Hyderabad) Arasu Engineering College Sri Balaji Chockalingam Engineering College (Arni) Velammal Engineering College (Coimbatore) Bannari Amman Institute of Technology PSNA College of Engineering And Technology Easwari Engineering College Aurora College (Hyderabad) Narayanaguru College of Engineering Avanthi Junior, Degree and PG Colleges Sri Manakula Vinayagar Engineering College, (Pondicherry)
INTRODUCTION FOR THE STUDY 1. The aim of the study is to find whether the grievance handling mechanism ensures that employees problems are recognized and appropriately reviewed in a prompt and timely manner. 2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer. 3. The grievance mechanism ensures a fair and just treatment of employees concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance.
REVIEW OF LITERATURE GRIEVANCE Grievance is any discontent or dissatisfaction that affects organizational performance. As such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization. The formal mechanism for dealing with such workers dissatisfaction is called grievance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization. The usual steps in grievance procedure are 1. Conference among the aggrieved employee, the supervisor, and the union steward. 2. Conference between middle management and middle union leadership. 3. Conference between top management and top union leadership. 4. Arbitration. There may be variations in the procedures followed for resolving employee grievances. Variations may result from such factors as organizational or decision-making structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps.
Arbitration
Arbitration is a procedure in which a neutral third party studies the bargaining situation, listens to both the parties and gathers information, and then makes recommendations that are binding on the parties. Arbitration has achieved a certain degree of success in resolving disputes between the labour and the management. The labour union generally takes initiative to go for arbitration. When the union so decides, it notifies the management. At this point, the union and company must select an arbitrator.
Guidelines
When processing grievances, there are several important guidelines to consider: Check the grievants title and employment status to determine if he / she are included in a union eligible classification. Note the supervisors respondent obligation under the grievance procedure. Review the requested solution to the grievance. Determine if the relief sought is beyond a supervisors authority to grant. Review all policies or other information related to the grievance. Conduct a thorough investigation of the allegations. Prepare a written response including the reason for the decision and provide a copy to the grievant. Grievance materials should be maintained in a separate file from either personnel files or records.
Articles related to grievance Measures of supervisory behaviors 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 , Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of employees will increase the number of grievable events, but a theoretical basis or rationale for this assumed relationship is not discussed. Grievants 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. Grievants were more younger and had less education than nongrievants. Gordon and Miller, Allen and Keavney and Klass note the important role that expectancy theory could play in differentiating grievants and nongrievants. 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. Bemmels, Reshef and Stratton-Devine included the shop stewards assessment of how frequently employees approach them with complaints. Although most grievances are formally filed by employees, the initiation of a grievance can come from employees or stewards. Complaining to the shop stewards is the employees role in the grievance initiation process. Both of these studies found the work group with employees who complained to the stewards more frequently had grievance rates. Employees complaining to their stewards is a precursor to grievance filing. The measure of consideration and structure were significantly related to frequency of employee complaints in Bemmels and the stewards assessment of the supervisors knowledge of the collective agreement was negatively related to complaints.
Lewin and Peterson found a positive relationship with grievance procedure structure and grievance rates. They also found higher grievance rates under procedures that include provisions for expedited grievance handling. It was found that provisions allowing oral presentation of grievances was related to lower rates of written grievances, and screening of potential grievances was related to lower rates of written grievance, and screening of potential grievances by a committee or other union officials was associated with lower grievance rates. The number of steps in the grievance procedure and the length of time allowed for filing a grievance were not related to grievance rates. Lewin and Peterson argued that evaluations of grievance procedure effectiveness should include subjective evaluations by the participants as well as objective measures reflecting the operation of the grievance procedure. They argued that subjective evaluations are the preferred method for evaluating grievance procedure effectiveness. Effectiveness was difficult to interpret from measures reflecting the operation of grievance procedures such as grievance rates, settlement levels and arbitration rates since it was not clear what the optimal magnitudes might be for these measures. Furthermore the purpose of grievance procedure is to resolve disputes about the interpretation and application of collective agreements. Grievance procedures exist for the benefit of the employees, employers and unions. If the parties were satisfied with the operation of the grievance procedure, it seems to more important than attaining some predetermined optimal magnitude of grievance filing or when, where, and how grievances are being resolved. Grievance procedures are related to other attitudinal measures and the behaviors of shop stewards in the grievance procedure. Grievance procedure effectiveness was related to union members overall satisfaction with the union. Grievance procedures have been found to relate to union commitment, employer commitment and dual commitment. Employer commitment has found to be negatively related to absenteeism and turnover and union commitment has found to have a positive relationship with union participation and with shop steward behavior in the grievance procedure. Many studies still report empirical analysis with no theoretical grounding, or only intuitive and ad hoc hypotheses.
Grievance could be classified into 4 basic types: Discrimination charges, rules violation, general or unclassified complaints and discipline. Discrimination was spelled out as based upon race, sex, religion, color, national origin, age, veteran status, or handicapped. Grievance corresponding rules violation was an employees interpretation of application of policies and procedures governing personnel policies, department work rules, unsafe or unhealthy working conditions, or other policies or procedures of a working nature. Disciplinary actions are the category least classified as a grievance. Legalistic approach was used to handle such cases. With the possibility of adverse legal action arising from unjust discipline, separate systems are often established in discipline 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 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 peerreview committee. The step-review method had characteristics similar to the grievance / arbitration procedures found in union contracts. The step-review method has a preestablished set of steps for reviewing employee complaints by succeeding higher levels of agency personnel.
The grievance procedure provides a means for identifying practices, procedures, and administrative policies that are causing employee complaints so that changes can be considered. They reduce costly employment suits. A grievance procedure allows managers to establish a uniform labour policy. A grievance system can be a reliable mechanism to learn of, and resolve employee dissatisfaction. It can produce early settlements to disputes or provide for correction of contested employment issues.
Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new fact in any branch of knowledge.
RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing explanation.
TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science, for instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its use in social science is more common, as in socio economic surveys and job and activity analysis.
Percentage method
In this project percentage method test and used. The following are the formula Percentage of Respondent = No. of Respondent Total no. of Respondent x 100
CORRELATION
Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is describd or classified in several different ways. Three of the most important ways of classifying correlation are : 1. Positive and Negative 2. Simple, Multiple and Partial 3. Linear and Non-Linear Karl Pearsons method is popularly known as Pearsons coefficient of correlation. It is denoted by the symbol r. xy Formula for Karl Pearsons coefficient r = ______________ x2 * y2 The value of the coefficient of correlation as obtained by the above formula shall always lie between +1 and -1. When r = 1, it means there is perfect positive correlation between variables. When r = -1, it means there is perfect negative correlation between variables. When r = 0, it means no relationship between variables.
Sources of data
The two sources of data collection are namely primary & secondary.
Primary Data:
Primary data are fresh data collected through survey from the employees using questionnaire.
Secondary Data
Secondary data are collected from books and internet.
Research design
Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of this study is to find the effectiveness of Grievance Handling at SANS INNOVATIONS.
Sample Design
Sample Element Sample Size Sample Test Sample Media Sampling Method : Employees at SANS INNOVATIONS. : 35 samples : Percentage Method & Correlation : Questionnaire : Simple Random Sampling
Distribution of respondents regarding Temporary relief Table: 5.1 Sl. No. Temporary No. of Percentage relief respondents 1 2 Total Inference: From the above table it is inferred that 54.3% of respondents state that they are being provided with temporary relief and 45.7% stating they are not being provided relief. Distribution of respondents regarding Temporary relief Chart No: 5.1 Yes No 35 19 16 100 54.3 45.7
temporary relief
60
50
40
30
20
Percent
10
0 yes no
temporary relief
Frequency 6 29 100
From the above table it is inferred that 17.1% of respondents are between the age group 19-25 and 82.9% are between the age group 26-30. Distribution of respondents based on age Chart No: 5.2
age
19-25
26-30
Sl.No.
Supervisor possess necessary Frequency Percentage skill very highly skilled moderately skilled Total 32 3 35 91.4 8.6 100
Inference: From the above table it is inferred that 91.4% of respondents state that their supervisor are
1 2
highly skilled and 8.6% state that their supervisor is moderately skilled. Distribution of respondents towards supervisors level of skill Chart No: 5.3
supervisor has skill
100
80
60
40
20
Percent
Sl.No
1 Total Inference:
yes
35 35
100.0 100
From the above table it is inferred that 100% of respondents are aware of the various committees that are framed for redressing their grievance. Distribution of respondents towards awareness of committees Chart No: 5.4
various committee
120
100
80
60
40
Percent
20
0 yes
various committee
Distribution of respondents towards decision given Table: 5.5 Sl.No. Decision Frequency given is satisfactory or not Highly Percentage
31 4 35
From the above table it is inferred that 88.6% of respondents are highly satisfied towards the decision given by the management and 11.4% of respondents are moderately satisfied towards the decision. Distribution of respondents towards decision given
Chart No: 5.5
80
60
40
20
Percent
Distribution of respondents towards the informal channel Table: 5.6 Sl.No 1 Informal No. of respondents Percentage channel co worker 23 65.7
2 Total
peer 35
12 100
34.3
Inference: From the above table it is inferred that 65.7% of respondents communicate to their coworkers and 34.3% of respondents communicate to their peer. Distribution of respondents towards the informal channel
Chart No: 5.6
informal channel
70 60 50 40 30 20
Percent
10 0 co w orker peer
informal channel
Distribution of respondents towards real basis of identification of their grievance Table: 5.7
Sl.No. 1 2 Real basis Frequency Percentage strongly agree agree 27 8 77.1 22.9
Total Inference:
35
100
From the above table it is inferred that 77.1% of respondents strongly agree that real basis is identified and 22.9% of respondents agree that real basis is identified. Distribution of respondents towards real basis of identification of their grievance Chart No: 5.7
strongly agree
Distribution of respondents towards mechanism followed resolves grievance or not Table: 5.8
Sl.No.
1 2 Total Inference:
Yes No 35
34 1 100
97.1 2.9
From the above table it is inferred that 97.1% of respondents agree that mechanism resolves grievance and 2.9% of respondents disagree that mechanism does not resolve grievance. Distribution of respondents towards mechanism followed resolves grievance or not Chart No: 5.8
mechanism resolves grievance
no
yes
Table: 5.9
Sl.No.
1
Agree
17.1
Total Inference:
35
100
From the above table it is inferred that 82.9% of respondents strongly agree that discussion and conference is facilitated and 17.1% of respondents agree that discussion and conference is facilitated.
Distribution of respondents towards importance given to discussion and conference
80
60
40
20
Percent
Distribution of respondents regarding whom they redress for grievance TABLE NO: 5.10 Sl.No. 1 2 3 Whom do Frequency Percentage you redress office 4 11.4 bearers committee 16 45.7 members 3 8.6
hr 4 mangers 5 union members 6 counselor 7 friends 8 co workers Total 35 100 1 2.9 1 2.9 1 2.9 7 20.0 2 5.7
Inference: From the above table it is inferred that 11.4% of respondents communicate grievances through office bearers, 45.7% through committee members, 8.6% through HR, 5.7 through managers, 20% through union members, 2.9 through counselor, 2.9 through friends and 2.9 through co workers.
Distribution of respondents regarding whom they redress for grievance Chart No: 5.10
to whom to redress
co w orkers friends counsellor offiece bearers
union members
Sl.No. 1 2 3 Total
Qualification Frequency Percentage higher secondary diploma under graduate 35 31 1 3 100 88.6 2.9 8.6
Inference: From the above table it is inferred that 88.6% of respondents are qualified up to higher secondary, 2.9% of respondents are diploma and 8.6% are under graduate. Distribution of respondents based on qualification Chart No: 5.11
qualification
under graduate diploma
higher secondary
Sl.No. 1 2 3 4 5 6 7 8 9
Various committees Frequency Percentage canteen,sga 1 2.9 Sga,tei, transport transport,welf are,sga transport, safety, canteen safety,transpo rt,sga canteen,tei,sa fety,transport tei,sga,cantee n,transport transport, welfare, safety tei,sga,transp ort,welfare Total 4 6 4 4 3 9 2 2 35 11.4 17.1 11.4 11.4 8.6 25.7 5.7 5.7 100
Inference: From the above table it is inferred that 2.9% of respondents are aware of canteen-sga committee,11.4% of respondents are aware of sga-tei-transport committee,17.1% of respondents are aware of transport-welfare-sga,11.4% t of respondents are aware transport, safety, canteen , 11.4% of respondents are aware safety,transport,sga ,8.6% of respondents are aware of canteen,tei,safety,transport,25.7% of respondents are aware tei,sga,canteen,transport,5.7% of respondents are aware transport, welfare, safety and 5.7% of respondents are aware of tei,sga,transport,welfare.
available comit
tei,sga,transport,w e transport,w elfare, s canteen,sga sga,tei, transport
tei,sga,canteen,tran
transport,w elfare,sg
Sl.No. 1 Total
Percentage 100.0
Inference: From the above table it is inferred that 100% of respondents have agreed that there is regular follow up to ensure right decision is given. Distribution of respondents regarding regular follow up Chart No: 5.13
regular follow up
120
100
80
60
40
Percent
20
0 yes
regular follow up
Distribution of respondents regarding supervisors authority Table: 5.14 Sl.No Supervisor has given Authority No. of respondents Percentage
Valid
35 100
100.0
Inference: From the above table it is inferred that 100% of respondents have agreed that supervisor is given authority. Distribution of respondents regarding supervisors authority Chart No: 5.14
100
80
60
40
Percent
ANALYSIS USING CORRELATION To know whether there is correlation between feel about decision given and real basis identification
Let X be Feel about decision given Let Y be Real basis identification Table: 5.15
Total
agree 6 31
x2 180.5
Total
2 27
2 8
4 35
r =
xy ______________ (x2 * y2 )
Substituting the values of x2, y2, xy in the above equation we get. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another ANALYSIS USING CORRELATION To know whether there is correlation between discussion and conference and supervisor has skill Let X be Discussion and conference. Let Y be Supervisor has skill. Table: 5.17
Total supervisor has skill moderately skilled
very highly skilled discussion and strongly 28 conference agree agree 4 32 Total
1 2 3
29 6 35
Table: 5.18 Values for correlation x2 420.5 xy ______________ (x2 * y2 ) Substituting the values of x2, y2, xy in the above equation we get. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another. y2 264.5 xy 333.5
r =
FINDINGS OF THE STUDY 1. 54.3% of respondents state that they are being provided with temporary relief until final decision is taken. 2. 82.9% of the respondents are between the age group 26-30.
3. 91.4% of respondents state that their supervisors are highly skilled that is the supervisors possess necessary human relation skills. 4. 100% of respondents are aware of the various committees that are framed for redressing their grievance. 5. 88.6% of respondents are highly satisfied towards the decision given by the management. 6. 65.7% of respondents communicate to their co-workers. It is their informal channel. 7. 77.1% of respondents strongly agree that real basis of there is identified. 8. 97.1% of respondents agree that mechanism being followed resolves their grievance. 9. 82.9% of respondents strongly agree that discussion and conference is facilitated rather than executive authority. 10. 45.7% of respondents immediately redress their grievance through committee members. 11. 88.6% of respondents are qualified up to higher secondary. 12. 25.7% of respondents are aware of tei, sga, canteen, transport committees available. 13. 100% of respondents have agreed that there is regular follow up to ensure right decision is given. 14. 100% of respondents have agreed that supervisor is given authority to take action necessary to resolve the problem. 15. When there is deviation in the real basis identification it will be reflected in the level of satisfaction regarding decision given.
SUGGESTIONS AND RECOMMENDATIONS 1. Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of companys goals and expectation including what is expected from each individual. 2. Informal counseling helps to address and manage grievances in the workplace.
3. Conflict management in the organization will be helpful to reduce the number of grievance rates. 4. Open door policy can be used. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding. 5. Suggestion boxes can be installed. This brings the problem or conflict of interest to light. 6. Accident rates, Requests for transfers, Resignations, and disciplinary cases should be analyzed since they reveal the general patterns that are not apparent. 7. Temporary relief can be provided so that the delay does not increase his frustration and anxiety and thereby not affecting his / her morale and productivity.
CONCLUSION The study reveals that the Grievance handling mechanism is satisfactory. The organization is recognizing the importance of satisfying the employees and retaining them. Further improvements can be made so that all members are highly satisfied with the procedure. The suggestions and recommendations when implemented will still more benefit the organization.
Limitations of the study The sample size was restricted to 100 Personal interview was not allowed.
ANNEXURE I BIBLIOGRAPHY
1. Aswathappa, K., Human resource and Personnel management, TATA McGraw- HILL. 2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGraw- HILL. 3. Flippo, Edwin B., Personnel management, McGRAW-HILL International Publications.
ANNEXURE II QUESTIONNAIRE
1. Name: 2. Gender:
i.Male
] ]
[ [
] ] ]
i.Higher secondary[ ii.Diploma iv.Post graduate 5. Marital status: i.Married [ ] ] ii.Unmarried[ [ [ iii.Under graduate [
] ] ] ]
6. Are you aware of the various committees that redress the grievance? i.Yes[ ii.No[ ] ]
7. If yes for above question kindly list out the various committees available
8. Are you aware of the members of the various committees? i.Yes[ ii.No[ ] ]
9. Are you aware of the weekly/monthly meetings of the various committees which are being held? i.Yes[ ii.No[ ] ]
10. .In case the grievance has to be immediately redressed to whom do you communicate?
11. Is there any informal channel to redress your grievance such as i.Co-worker[ ii.Peer[ ] ) ]
iii.If others,please specify( 12. Is the real basis of your problem identified? iStrongly agree[ ii.Agree[ ] ] ] iii.Disagree[ ]
iv.Strongly disagree[
13. Does your higher authority listen when your grievance is presented? i.Listens patiently[ ii.Shouts at you[ ] ] ]
14. Is imporatance given to what is right rather than who is right? i.Yes[ ]
ii.No[
15. Are you constantly informed on what is being done about your grievance? i.Very often being informed[ ii.Seldom being informed iii.Does not inform at all [ [ ] ] ]
16. Is an atmosphere of cordiality and co-operation facilitated through mutual discussion and conference? i.Yes[ ii.No[ ] ]
17. Is there a positive and friendly approach during grievance handling? i.Yes[ ii.No[ ] ]
18. Do you feel that discussion and conference is given more importance rather than executive authority? i. Strongly agree[ ii. Agree[ ] ] ] iii. Disagree[ ]
19. Is there a spirit of give and take and sharing and working together? i.Yes[ ii.No[ ] ]
i.Yes[ ii.No[
] ]
21. How do you feel about the decision given corresponding to your grievance? Is it i.Highly satisfactory[ iii.No satisfaction[ ] ] ] ii.Moderately satisfactory[
22. Is there regular follow up to ensure that the right decision has ended up in satiafaction? i.Yes[ ii.No[ ] ]
23. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? i.Yes[ ii.No[ ] ]
24. Do the various committee members actively engage in resolving your problem? i.Yes[ ii.No[ ] ]
25. If the decision is not satisfactory are you given opportunity to take it to hjgher officials? i.Yes[ ii.No[ ] ]
27. Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem? i.Very highly skilled[ ii.Moderately skilled[ iii.Not skilled[ ] ] ]
28. Are the matters relevant to the grievance kept confidential? i.highly confidential[ ii.Not kept confidential[ ] ]
29. Are the procedures for conveying grievance simple and easy to utilize? i.Very simple[ ] ] ii.Difficult to utilize[
30. Is the supervisor given authority to take action necessary to resolve the problem? i.Has given authority[ ] ] ii.Does not have authority[