Contents

Sl. No. 1 2 3 4 Topic Page 2 3-8 9-10 11

Executive Summary Company Profile Relevance of Study Research Problem Background Statement 5 Research Objectives 6 Research Methodology 7 Research Design Approach followed Phase I Standing Operating procedure Working Hypothesis Phase II Sampling technique Sample size Sample unit Questionnaire design Phase III Analysis and Interpretations Findings and Suggestions Limitations Bibliography Appendix: Exhibits1-7

12 12 13 14 15 16-18 19-20 21-26

27-28 29-54 55 56 57 58-70

9 17 18 19

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Executive Summary

The project titled Effectiveness of Grievance/Complaint Redressal Mechanism deals with measuring the effectiveness of both formal and informal mechanism of Grievance/ Complaint redressal followed at Tata Steel. The purpose of the project is to study the effectiveness of existing grievance redressal system in Tata Steel and to explore new mechanism for better management of grievance redressal. The project has been divided into three phases: Phase I: The first phase of the project dealt with deciding the scope of the project. This involved a study and review of both existing informal and formal grievance/complaint mechanism incorporated in the standing operating procedure. The purpose of this phase is to develop an insight into the topic, analyze the trend of Samadhan system and 3-tier formal grievance redressal system by using the statistical tools to prepare a preliminary hypothesis to work with. Phase II: In this phase a survey was conducted which comprised of structured questionnaire and to gather opinions of officers (HR/IR managers, Sr. Managers, Sectional Heads) and workers through collective interview schedules on the effectiveness of various complaint/grievance redressal mechanisms. The outcome of this phase was to test the working hypothesis. Phase III: Finally, the project involved the use of statistical tools which will help us to interpret the data and eventually come up with necessary suggestions and recommendation for the existing system of complaint/grievance redressal mechanism.

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Company Profile: Tata Steel

Established in 1907 at Jamshedpur, India and one of Asia's first integrated private sector steel companies, the Tata Steel group is among the top-ten global steel companies with an annual crude steel capacity of over 28 million tonnes per annum (mtpa). A Fortune 500 company, it produces a spectrum of steel products and mainly feeds the market sectors of construction, automobiles and engineering. The Tata Steel Group, with a turnover of US $ 22.8 billion in FY 10, has over 80,000 employees across the five continents. Tata Steel`s Indian operation in the Jamshedpur (India) Works has a crude steel production capacity of 6.8 mtpa, which is slated to increase to 10 mtpa by 2011. The company has on the anvil three Greenfield steel projects in the states of Jharkhand, Orissa and Chhattisgarh in India. Post its globalization initiatives that established its presence in Europe and South East Asia, Tata Steel is the worlds second-most geographically-diversified steel producer, with operations in 26 countries and a commercial presence in over 50 countries. Tata Steel possesses and operates iron ore and coal mines in India and has made investments in Africa, Canada and Australia to ensure long-term raw material security for its global operations. The Groups vision is to be the worlds steel industry benchmark in Value Creation and Corporate Citizenship through the excellence of its people, its innovative approach and overall conduct. Underpinning this vision is a performance culture committed to aspirational targets, safety and social responsibility, continuous improvement, openness and transparency. In 2008, Tata Steel India became the first integrated steel plant in the world, outside Japan, to be awarded the Deming application Prize 2008 for excellence in Total Quality Management.

Vision and Values

Our vision is to be the global steel industry benchmark for value creation and corporate citizenship. We will achieve our vision through: Our conduct, by fostering teamwork, nurturing talent, enhancing leadership capability and working together with pace, pride and passion.
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Our offer, by developing leading-edge solutions in technology, processes and products. Our people, by becoming the supplier of choice, delivering premium products and services, and creating value in close partnership with our customers. Our innovation, by providing a safe and healthy workplace, respecting the environment, caring for our communities and demonstrating high ethical standards.

Founding Principles
Since its formation by Jamsetji Tata in 1868, the Tata Group has consistently been run according to the principle that the wealth it creates should be returned to society. Jamsetji Tata believed that the health and welfare of the employees are the sure foundation of our prosperity. The Groups stated aim is to improve the quality of life of the communities we serve. This is demonstrated constantly by its businesses through their contributions to the communities of which they are part now in over 80 countries around the world. Two thirds of the equity of Tata Groups holding company, Tata Sons, is held by philanthropic trusts. Over the decades, these trusts have benefited a vast range of medical, academic, social and cultural projects and institutions. Tata Steel was one of the main foundations on which this pioneering industrial group has continued to grow around the world.

Our Values
The Tata Group has always been driven by five core values:

Integrity. We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. Understanding. We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serve. Excellence. We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide.

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Unity. We must work cohesively with our colleagues across the group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation. Responsibility. We must be responsible and responsive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.

Goals
The Tata Steel Group is proud of its performance culture. We are committed to the pursuit of challenging targets, and to safety, environmental protection, continuous improvement, openness and social responsibility in every aspect of our business around the world. We have set ourselves four key corporate goals to achieve by 2012:

Value creation: Deliver a 30% return on invested capital (ROIC) Safety: Achieve an industry leadership position by driving down our lost time injury frequency rate (LTIF) to a maximum of 0.4 incidents per million hours worked Environment: Reduce carbon dioxide (CO2) emissions to less than 1.9 tonnes per tonne of crude steel (t/tls)1

People: Rank as an employer of choice in the top quartile across all industries.

Employer of Choice
Core principles Long before its human resources policy was formally written down in 2001, the companys employment philosophy and practices were based on the recognition that its people are the primary source of its competitiveness. The core principles enshrined in that policy, and now applied across the Tata Steel Group worldwide, are: equality of opportunity, continuing personal development, fairness, mutual trust and teamwork. These principles are underpinned by the five Tata Group core values: integrity, understanding, excellence, unity and responsibility. Recruitment and retention The Tata Steel Group believes that being the best possible employer helps to recruit and retain the best employees.
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Retaining talented employees is critically important, and the Group recognises that the best way of earning employee loyalty is by providing them with good and challenging jobs, with opportunities for development and progression, and with competitive compensation and benefits schemes. Training and development As our business continues to evolve, we encourage and enable all our people to develop and grow with it. The Tata Steel Group continues to invest in and improve its managerial and technical capabilities through internal development and training of its employees across Europe, India and South East Asia. An inclusive and diverse workforce We believe as a matter of principle that diversity within the workforce greatly enhances our overall capabilities. In all our global operating locations, we pride ourselves on being an equal opportunity employer and do not discriminate on the basis of race, caste, religion, color, ancestry, gender, marital status, sexual orientation, age, nationality, ethnic origin or disability. Employee policies and practices are administered in a manner that ensures all decisions relating to promotion, compensation and any other forms of reward and recognition are based entirely on merit. Any alleged violation of the equal opportunity policies is investigated and acted on through a formal grievance process and where concerns are valid, appropriate action is taken. Open and continuing dialogue Clear, honest, two-way communication between management and employees at all levels is intrinsic to the culture of the Tata Steel Group. In India, the joint consultation system has been in place for more than 50 years and has matured in scope from a purely consultative mode to a partnership mode. Any issues relating to the progress, plans and prospects of the business are discussed openly and with a sense of shared purpose among senior management and employee representatives. Mutual trust based on openness and transparency is equally ingrained in the performance culture of our European operations. Our European Works Council meets on a regular basis, and we have consultative structures and processes at country and
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business unit levels. In the UK, an information and consultation agreement with national unions provides a framework for consultation on strategic issues and for regular updates on business performance.

Ethical Behavior
Ethical behaviour is intrinsic to the way we conduct our business and is part of our legacy from the founder of the Tata Group, Jamsetji Tata, who believed that business must operate in a way that respects the rights of all its stakeholders and creates an overall benefit for society. Tata Steel believes in adopting the best practices in terms of corporate governance that have been and continue to be developed. The company conducts all aspects of its business with full transparency and accountability.

Risk management The Group regularly reviews and updates its risk management system to address the complex risks faced across our global business. Our risk management process is assured through the Groups corporate assurance and risk management function with reporting to the Group chief financial officer and reports and recommendations made to the audit committee of the Board. Business Ethics and our code of conduct We do not tolerate corrupt or fraudulent practices. We expect honesty, integrity and transparency in all aspects of our business from our employees, contractors and other business counterparts. Our ethical principles are clearly and unambiguously articulated in the Tata Code of Conduct, to which all Tata Group companies subscribe. Originally written in 1998, the Code was updated in 2008 to better reflect changing expectations within society and the increasingly global scale of the Groups activities. Human rights The Tata Steel Group is proud of its longstanding reputation as a fair and caring employer, and respects all human rights both within and outside the workplace. The Tata Code of Conduct stipulates that all employees have a personal responsibility to help preserve the human rights of everyone at work and in the wider community.
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Ethical tin sourcing Our European packaging business produces tinplate for a global market. We include ethical sourcing protocols in our tin supplier contracts and make a constant effort to have reliable and auditable information concerning the origin of the acquired minerals so we can avoid the use of conflict minerals. We are cooperating in the tin supply chain with the International Tin Research Institute (ITRI) and are also involved in activities led by the Dutch Sustainable Trade Initiative (IDH). We also work with NGOs such as the Dutch Friends of the Earth.

Environment Sustainability
Responsible practices and procedures ensure that all aspects of Tata Steels business is conducted with the utmost respect for the environment.

Corporate citizenship means taking all necessary steps to maintain a safe, healthy and fair workplace for all our employees and contractors, protecting the environment, respecting and engaging with local communities, and maintaining high ethical standards wherever we operate. Environmental sustainability has become an increasingly important item on the Tata Steel agenda. The new basic oxygen steelmaking (BOS) gas recovery project at Port Talbot in the UK will reduce the sites CO2 emissions by some 240,000 tonnes per year and its dust (PM10s) emissions by 40 tonnes. In Singapore, environmental sustainability initiatives implemented over the past few years have enabled NatSteel to reduce its CO2 emissions to below 0.5 tonnes per tonne of crude steel. Besides having one of the most energy efficient operations in Asia, NatSteels products are also made from at least 85% recycled material. Tata Steel is committed to playing an active and constructive role in addressing climate change both by reducing its own carbon footprint and by creating high-performance steels that will make it possible to produce lighter, more fuel-efficient vehicles and energy-efficient building

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Relevance of the study

Employees grievance redressal mechanism
A grievance can be defined as concerns, problems or complaints that employees raise with their employers leads to sort of dissatisfaction, which needs to be redressed in order to bring about the smooth functioning of the individual in the organization. Broadly, a grievance can be defined as any discontent of dissatisfaction with any aspect of the organization. It can be real or imaginary, legitimate or ridiculous, rated or unvoiced, written or oral, it must be however, find expression in some form of the other. Usually grievance relate to problems of interpretation of perceived non-fulfillment of ones expectation from the organization. Aggrieved employees usually manifest defiant behavior. Grievances stem from management policies and practices, particularly when they lack consistency, fair play and the desired level of flexibility. Grievances also may arise because of intra-personal problems of individual employees and union practices aimed at reinforcing and consolidating their bargaining, strength. The absence of proper two-way flow of communication can indeed be a fertile ground for breeding grievances There are three formal stages in which any grievance can be redressed. Each stage has a form which is numbered according to whichever stage it belongs to. A grievance can be of any type ranging from problems regarding promotion to discharge and dismissal, and suspension but it is mandatory that the grievance should be work related and not personal.

It is required that the grievance must fall under the following category to be considered one: Amenities/facilities Acting Continuity of service Compensation Discharge/Dismissal Fines Increments
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Leave Medical Misconduct Miscellaneous Nature of job Promotion (excluding selection by interview) Safety appliances Suspension Transfer Victimization Warning letter Trade test/E.B. test The list is indicative and not comprehensive. The apparent because or sources of grievances may always be the real ones. There is need for deeper analysis of the policies, procedures, practices, structures and personality dynamics in the organization to arrive at the real causes of grievances. Grievances stem from management policies and practices, particularly when they lack consistency, fair play and the desired level of flexibility. Grievances also may arise because of intra-personal problems of individual employees and union practices aimed at reinforcing and consolidating their bargaining, strength. The absence of proper two-way flow of communication can indeed be a fertile ground for breeding grievances.

Individual or Collective (Group) Grievances

The International Labour Organisation (ILO) defines a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretation of service, condition covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service. The National Commission on Labour observed that complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion seniority, work assignment and discharge would constitute grievances. It is important to make a distinction between individual grievances and group grievances. If the issue involved relate to one or a few individual employees, it needs to be handled through a grievance procedure, but when general issues with policy implications and wider interest are involved they become the subject matter for collective bargaining.
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Reasons for grievances

Grievances occur for a variety of reasons: Economic Wage fixation, wage computation, overtime, bonus .Employees feel they are getting less than what they ought to get Seniority/ discharge: Loss of seniority, Calculation of seniority, Interpretation of seniority , Promotions. Working Environment Poor working conditions, defective equipment and machinery, tools, materials. Supervision Disposition of the boss towards the employee perceived notions of favoritism, nepotism, bias etc. Relationship with the peers Strained relations or incompatibility with peers. Feeling of neglect, obstruction and victimisation.

Effects of Grievances Grievances can have several effects which are essentially adverse and
counterproductive to organizational purposes. The adverse effects include: Loss of interest in work and consequent lack of moral and commitment Poor quality of production Low productivity Increase in wastage and costs Increase in employee turnover Increase in the incidence of accidents Indiscipline Unrest, etc.
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RESEARCH PROBLEM
Background The redressal mechanism of Grievance/Complaint So, the credibility of the Grievance/Complaint redressal mechanism can be based on various parameters which will decide the effectiveness of the grievance handling procedure of the organization. Hence, the parameters should be carefully and correctly selected, so that the validity of the grievance/complaint redressal mechanism would be ensured. The tool which can give impetus to understand the effectiveness of complaint/Grievances is to collect data from the employee masses. Therefore, this research study makes an effort to identify these parameters of Grievance/Complaint redressal mechanism and subsequently, prepare a questionnaire that is capable of capturing responses from the employees in such a manner that presents a clear picture of the effectiveness of Complaint/grievance redressal mechanism .

Problem Statement
This research study is an effort towards measuring the effectiveness of formal and informal Grievance/Complaint redressal mechanism in Tata Steel.

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Research Objectives
To find out whether the grievance handling mechanism ensures that employees problems are recognized and appropriately reviewed in prompt and timely manner. To study the effectiveness of informal grievance handling mechanism. To know the effectiveness of in person approach in resolving the complaints or grievances. To know the level of satisfaction towards the grievance handling procedure of the organization. To come up with necessary suggestions and recommendations

RESEARCH METHODOLOGY Research Design and methodology

The proposed study shall employ both qualitative and quantitative techniques and two designs were used in this research study Exploratory research Design: This basically aims at arriving at the basic parameters for the effectiveness of grievance/complaint redressal mechanism in Tata Steel on the framework for which the techniques of data collection (Surveys and Schedules Interview) would be developed. Descriptive research design: In this design we will find out the working hypothesis, based on the results of the previous stage.

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APPROACH
This sub-part of the research problem takes up an exploratory approach as its very part purpose is the identification of the parameters for effectiveness of complaints/ grievances mechanism in Tata Steel.

Approach Followed
The process flow of this approach followed can be illustrated using the following Chevron list
Decide the scope of the project. Develop a preliminary hypothesis to form the base of the project

Preliminary Hypothesis:

Interaction with the Personnel Executives , workmen :

Survey conducted on effectiveness of grievance redressal mechanism in Tata Steel Schedule Interview with the various Personal executives and sectional heads. Interaction with the employees (Non officers) to understand their level of (Non-officers) satisfaction and attitude towards management and the redressal mechanism Final paramenters decided Data analysis and interpretations Future Recommendations and suggestion

Final Hypothesis :

This is quite clear from the Chevron list that the subpart comprises of a 3 3-tier process flow. In the Phase I, preliminary hypothesis is developed to form the base of the project In Phase II survey is being conducted, schedule interviews with the personnel executives and Sectional heads and interaction with the employees (Non-officers) have interaction (Non been done. Phase III deals with the working hypothesis where the outcome of the research project is decided.

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Phase I
This phase of the research problem takes up an exploratory approach as its very purpose is the identification of the parameters for effectiveness of complaints/ grievances mechanism in Tata Steel. The primary objective of this phase is to formulate a preliminary hypothesis to base further efforts in this project. In this phase detailed studies, review & analysis of informal and formal grievance mechanism has been done to arrive at a preliminary hypothesis.

Standing operating Procedure for grievance resolution

At Tata Steel, Standing Operating Procedure (SOP) is established for grievance resolution. The SOP covers the process that both the employer and employee should follow in case of a grievance. The procedures mentioned in this SOP are meant to settle grievance of permanent employees, other than supervisors and fresh employees on probation. The grievance procedure at the organization is categorized into two parts Informal grievance resolution and Formal grievance resolution. The informal grievance resolution has no legal bindings and hence is carried out mainly for petty issues. It is an online process and goes by the name of Samadhan The Formal grievance resolution is divided into three stages, with each stage being reached when a solution is not arrived in the previous stage. Responsibilities 1. Employees are responsible for filling up the grievance forms with appropriate reasons and submit it to the concerned authority. 2. Sectional Manager/Sr. manager are responsible for receiving the grievance form I and conducting the enquiry there after. They give the appropriate reply of the enquiry in the form and return it to employee. They are also responsible for taking the appropriate action

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3. Head of Department(HOD) is responsible for receiving the form II, discuss the issue with the employee and supervisors concerned and return back the form with his remarks to the employees. 4. IR Managers assist the sectional manager / Sr. Manager at every step in the formal grievance resolution procedure. It is with their assistance that the replies are given back to the employees. They are also the responsible person in Informal grievance resolution procedure. The grievances raised by the employees through Samadhan are addresses to the IR managers who need to reply back in stipulated time.

Informal Grievances Intranet Based Online Samadhan

To lodge any complaint informally, there is an intranet based online Samadhan system for grievance/complaint redressal mechanism. Employee log into their account by using the given password for their account, subsequently, they go to the Samdhan web page and log in their query in such a manner that he may be contacted along with the relevant details. System generated mail sent to the respective department PE/IR Manager The IR manager will then examine the issue and give reply with appropriate action taken to the employees. If the grievance is out of scope and needs reference then he should forward the same. If the Employee is satisfied with the reply and action of PE, then he should close the grievance by logging into his account. 3 days prior to the stipulated days in which he is supposed to resolve the query, system generated mail shall be send to the IR manager. On expiry of stipulated time and query still not being closed, a mail shall be send to the head of the IR manager who needs to take appropriate action. Eventually, on expiry of 30 days since the time grievance was logged, if the grievance is still open, a mail is send to the Chief IR Steel. In the other way of informal method, the aggrieved employee can directly approach his shift Incharge/sectional head, personnel executive, Union committee member or the Ethics department,(in case of any complaints) engage into a direct consultation and have his grievance/complaints resolved amicably in stage I itself. Therefore, he not
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only saves himself from a lot of time but also mental tension and pressure, which many employees claim to have acquired during the course of a formal grievance redressal procedure.

Formal Grievances
Stage I of Grievance Redressal If an employee has a grievance, he meets his Sectional manager /Sr. manager or his equivalent and talks it over with him. If required he obtains from him a copy of the grievance form 1(Exhibit 5). This should be done within one week of the date on which the facts, on the basis of which the complaint has arisen became known to him, except that in the case of promotion, a time limit of six weeks of the date of the promotion in question, would be allowed. The employee fills up the particulars regarding name, personal number ,ticket number, designation, section, department etc. in the boxed space provided at the top of the form, and under the heading Grievance writes down his grievance in brief, puts his signature on the statement and hands it over to the shift Incharge/Sectional manager or his equivalent and obtains his acknowledgement receipt. In cases of appeal against punishments excluding suspension, discharge or dismissal, the form should be handed over to the Sr. Manager/Shift Incharge or his equivalent. The shift Incharge/Sr. Manager or his equivalent as the case may be will make the necessary enquiries and return the form to the employee with the remarks in the space provided for the purpose, within two working days from the date of receipt of this form. If the employees is not satisfied with the remarks given, the employee may obtain Grievance form-II (Exhibit 6) Stage II of Grievance Redressal If the employee is not satisfied with the reply at stage I from the (Sr. Manager/Shift Incharge or his equivalent), as the case may be, a copy of the grievance form II (Exhibit 6) can be obtained from the (/Sr. Manager/Shift Incharge or his equivalent). In this form the employee can state the reasons therein for the reconsideration of his case and submit this form to his departmental head (who is bound to reply within a period of three working days of his receipt of the reply at stage I) and obtain an acknowledgement receipt. Appeals against suspension should be addressed to the department head on grievance form II, and they will be considered at stage II in the first instance.
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The department head will discuss the issue with the concerned supervisor and the employee and return this form to the employee with his remarks.

8. Stage III of Grievance Redressal If the employee is still not satisfied with the reply of the departmental head, he may appeal to the Chairman of Zonal works Committee on grievance form no. III (Exhibit 7) within 7 working days of the receipt of form II from the HOD. The Zonal works committee then gives recommendation to the management related to the grievance of employee. Management should take the decision after due consideration to recommendation of Zonal works committee and communicate to employees on through HOD. The Zonal works committees unanimous recommendations, to which no objections are raised by management or unions, will be final. Where such recommendations are not unanimous or has not been accepted by Management or union, the Zonal works Committee refers the case to the Central works Committee or Special works committee for consideration with all the relevant papers and the concerned grievances form. The Secretary of central works committee collects all the relevant findings and thereby put up an agenda of central works committee. The meetings of CWC is minuted and on confirmation of the decision the same is communicated to the divisional head/management.

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Working hypothesis
The main objectives to establish a working hypothesis are: To prioritize and analyze the departments which have higher no of complaints/grievances To prioritize and analyze the complaints/grievances which are major concern for the authorities to resolve To analyze the cycle time year wise and department wise. To analyze the trend and pattern of formal grievance redressal system. Pareto Analysis In order to find out the vital few departments were the Samadhan system is more prevalent, Pareto chart is being used. Now, this will give an idea about the departments where the improvement is required and thereby make Samadhan system active in those departments. Pareto analysis department wise

160 140 120 100 80 60 40 20 0

Total complaints Percentage of Total

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Vital Departments which should be prioritized are as followsCold Rolling mill LD shop #2 Coke Plant Hot strip mill Power system Eng. Services Raw material handling Blast furnace LD shop #1 Sinter plant Similarly a Pareto analysis has been done to find out the vital few categories of complaints/grievances that needed to be prioritized. And ultimately it will give a clear picture of the root cause of the problem which could be sorted out. Pareto Analysis category wise

160 140 120 100 80 60 40 20 0

Total Complains Percentage of total Cumulative percentage Horizontal line value

Vital few categories are Amenities Wages Promotion Safety Suggestion

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Cycle time
Year wise analysis of cycle time of complaints logged on Samadhan system was done. The purpose was to find out the correlation between cycle time and total number of complaints closed since the inception of Samadhan system. And the department wise analysis of cycle time was done. The correlation between avg. cycle time and total no. of complaints closed (20042010) is equal to -0.122. There is a negative correlation between the two variables. This shows that higher cycle time affects the number of cases logged on different years under Samadhan system. From the analysis of avg cycle time department wise in different years, we found that Cold rolling mill has the highest cycle time with the mean avg of 57.98. In 2005 the avg cycle time was highest. Subsequently the number of cases of Samadhan system in different years has been decreased.

Formal grievance redressal system

In the analysis of the last ten years data of formal grievance redressal system, following inferences were come out. They are as follows: The category of cases in formal grievance redressal is quite different from the informal Samdhan system of complaints/grievance redressal. Mostly the cases pertaining to punishments are prevalent in this redressal system . The categories of cases in this system have been invariably changing from 2000 to 2010. Frequent numbers of cases pertaining to absenteeism were redressed in this system. The number of cases has been substantially decreased in past six years of formal grievance resressal system.

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PHASE II
In this phase, three major sources have been looked for inputs in order to arrive at the final parameters. Inputs from Personnel Executives

Survey Conducted

Effectiveness of Grievance/ Complaint redressal mechansim

Inputs from workers

The three sources are: Survey conducted on effectiveness of Grievance/Complaint redressal mechanism in Tata Steel Inputs from Personnel executives and Sectional heads Inputs from workers

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Interaction with the Personnel executives

Coverage The coverage of this interaction extended to 23 officers, across 20 departments, being: Cold rolling mill Coke plant A-F Blast Furnace G Blast Furnace H Blast Furnace Raw material Management Sinter plant Hot Strip mill Merchant Mill Wire rod mill Lime plant MSG Electrical LD2 & Slab Caster LD1 Electrical T&D Mills & Utilities Electrical maintenance Mills & Utilities Mechanical maintenance MED Electrical Engineering services Security The 23 officers included 20 personnel executives and 3 Sectional Heads across 18 departments in Tata Steel.

Survey Tool
Schedule Interviews were used to interact with the HR/IR Managers and Sectional heads. Analysis The various facts and suggestions about the informal and formal Grievance mechanism were obtained from the personnel officers and heads are condensed into broad parameters by clustering similar or related points together. An Affinity Diagram analysis was used to achieve this end. (Exhibit 3)

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Interaction with workers

The interaction with workers has a threefold objective: 1. Prioritization of parameters 2. Prospecting for new parameters, if any. 3. Disseminating their voice to the management Apart from the survey questionnaire, the workers were asked few unstructured questions which was basically done to get more inputs on the subject. Output During the interaction with the workers many valid points came out which was quite an eye opener for both the management and the Union. The responses are condensed into broad parameters by clustering similar or related points together. An affinity diagram was used to achieve this end. (Exhibit 2)

Sampling Method
Sampling Technique The technique used in selection of the sample was a hybrid of: Stratified Random Sampling: Sample Size After doing the Stratified random sampling, the sample size of 1700 (16%) of the total population was taken into consideration. However 10% of the population was surveyed due to time constraint. Sampling Unit The employees (non-officers) of Tata Steel. Sampling procedure Stratified random sampling technique has been used where the population is divided in different strata as: Departments wise Operation/maintenance Age wise Length of service in TATA steel Category wise
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Now, the respondents were randomly selected from each stratum, based upon the percentage of non officers (supervisors and workers) at different departments The strata of operation and maintenance has been sub divided into different stratas i.e. Operations were divided into three strata`s: Coke Sinter and Iron (CSI) - O1 Flat products - O2 Long products - O3 Whereas maintenance section has been sub divided into 2 strata`s: Centralized maintenance -M1 Spares and Services -M2 The formula for stratified random sampling: for different equations are: O1 = ( O1*
1/O*

) * 100

From this we get the percentage Sample for each of the department Similarly for O2, O3 and M1 and M2, same formula is applied to find out the size of the sample in different sections and departments. To find out the sample size for supervisor and worker following formula has been used: Supervisor Sample= (Total no. of supervisors in the dept./Total no. of non-officers) * Total Sample Worker Sample = (Total no. of workers in the dept./ Total no. of non-officers ) * Total Sample

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Detailed stratification using the Stratified random sampling technique is shown in the following table

A Group Department Officers 3 25 18 11 11 5 15 2 20 4 2 15 25 7 10 13 7 5 46 31 16 27 25 83

B Sup. 0 118 85 2 0 37 0 154 0 0 58 1 3 93 146 28 0 0 39 38 0 0 85 153 0 66 343

C Worker 0 603 428 81 43 54 0 754 0 46 352 0 2 276 627 181 66 0 100 144 142 380 348 515 163 18 481

D=B+C NonOfr 0 721 513 83 43 91 0 908 0 46 410 1 5 369 773 209 66 0 139 182 142 380 433 668 163 84 824

E=A+D Total 3 746 531 94 43 102 5 923 2 46 430 5 7 384 798 216 76 13 146 187 188 411 449 695 163 109 907 M1 30.17% 249 103 145 Strata O/S O1 O1 O1 O/S O1 O/S O1 O/S O/S O1 O1 O/S S3 O2 O2 O2 O/S O2 O2 O/S O3 O3 O3 O/S M3 % Sample 26.18% 26.18% 26.18% 26.18% 26.18% Total Sup Worker Sample Sample Sample 189 134 22 24 238 31 22 1 10 40 158 112 21 14 197

Business Analysis CSI Coke Plant A-F Blast Furnaces H Blast Furnance I Blast furnace Coke Sinter G Blast Furnace & Iron Hot Metal Logistics Raw Material Management Relining Group Pellet Plant Sinter Plant Office of Vice President Coke Sinter & Iron and IR Resident Executive, Ranchi Security LD1 Merchant Mill New Bar Mill Long Product Manufacturing Planning Long product Lime Plant Wire Rod Mill CRC - West CRM Hot Strip Mill LD2 & Slab Flat Product Manufacturing Caster LD3 &TSCR Electrical T & D Iron & Steel Electrical Maintenance Mills & Utilities Electrical Electrical Maintenance Maintenance Maint. Serv. (Elec.) & IEM (Co-ordinat.) MEDElectrical 26 | P a g e Shared ervices Iron & Steel Mechanical Maintenance

26.18% 26.18% 6.35% 10.48% 10.48% 10.48%

107 0 23 81 22 7

15 0 6 15 3 0

92 0 18 66 19 7

10.48% 10.48% 11.76% 11.76% 11.76% 8.29%

15 19 45 51 79 7

4 4 0 10 18 5

10 15 45 41 61 1

53

197

298

495

548 M1 30.17% 149 59 90

22

57

79

83 M3 8.29% 7 2 5

16

52

149

201

217 M3 8.29% 17 4 12

95

219

1044

1263

1358 M1 30.17% 381 66 315

Mechanical Maintenance

Mills & Utilities Mechanical Maintenance Maint Service , Mech Maint MED Mechanical Mechanical Maintenance Utilities Mechanical maintenance Spares Project Mgmt. A-F Blst. Fce.Mechanical Maint. Engg. Services Shared Service Equip. Maint. Svcs Shared Services Spares Manufacturing Department

62

57 36

505 113 33

562 149 52 0

624 M1 149 69 2 M3 8.29% 0 0 0 M3 M3 30.17% 8.29% 8.29% 170 12 4 17 3 2 152 9 3

17 2

19

0 M3 8.29% 0 0 0

0 M3 8.29% 8.29% 0 25 0 5 0 19

10 12

63 59

234 387

297 446

307 458

M3

M3 15 86 378 464 479 M3

8.29%

37

32

8.29%

38

31

Summary of Stratification:
Strata Details O1 O2 O3 Sub-Total Opr M1 M2 M3 Sub-Total Maint S1 S2 S3 Sub-Total Serv Sub-Total In scope O/S Total Numbers 2727 1369 1530 5626 3144 448 1822 5414 293 512 1652 2457 13497 16905 30402 Std. Dev 348 278 279 298 348 46 165 312 51 60 140 108 238

950144 48% 57% 380203 24% 23% 426801 27% 25% 1676482 100% 100% 1094892 58% 65% 20577 8% 1% 301049 34% 18% 1688827 100% 100% 14807 12% 6% 30579 21% 12% 230545 67% 87% 264128 100% 100% 3216334

30% 12% 13% 34% 1% 9% 0% 1% 7%

806 162 203 1170 1070 3 171 1244 1 5 118 125 2539 19%

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APPROACH
This subpart of the project takes up a more descriptive approach. The insight and data gathered in the previous phases have been used to arrive at the desired tool, which is a questionnaire.

Designing of the questionnaire

In the questionnaire design, both closed and open ended questions were framed. The closed ended questionnaire consists of number of statements. Four point rating scale has been used to indicate the extent to which respondent agree with each statement to describe their level of satisfaction towards the informal and formal grievance/complaint redressal mechanism and the effectiveness of in person approach. An open ended questions will be used to gain an in depth understanding into the employees grievance handling mechanism of TATA STEEL. The questionnaire will be evaluated on likerts scale, ranking method, and direct judgment scale . Analysis is to be done through SPSS package (statistical software for evaluating the data).

Before the actual questionnaire was framed, upon analysis, a set of parameters was arrived at, which formulated our preliminary hypothesis. This preliminary hypothesis was essentially a set of parameters that were indicated as being important to know the effectiveness of grievance/complaint redressal mechanism in Tata Steel.

The questionnaire was divided into five parts 1. Exploratory questions on the various forums for grievance/complaint redressal. And effectiveness of in person approach in resolving Complaint/Grievances 2. Specific questions to measure the effectiveness of 3-tier formal Grievance redressal mechanism 3. Specific questions to measure the effectiveness of informal & online Samadhan system for grievance/complaint redressal 4. Specific questions to female employees 5. Suggestions

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 The parameters for effectiveness of in person approach were:

Convenience/Approachability Openness /Receptive Users comfort in sharing Information/ Confidentiality Personal touch/ Empathy Speed /Agility/Promptness Faith/Trust that they will act upon the problem Fair/Unbiased approach Holistic view in problem solving
The parameters for the employees level of satisfaction towards 3-tier formal grievance mechanism were: Awareness Convenience/Approachability Faith Confidentiality User friendly Agility/promptness Fair/Unbiased approach Faith/Trust in the system The parameters for the employee`s level of satisfaction towards the Intranet based online Samadhan(Informal) grievance redressal mechanism were: Awareness Preference Promptness/ Agility Faith/ Trust on the system Fair/Unbiased approach Confidentiality Receptiveness Capability to accommodate possible categories of complaint Accessibility User friendly

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Phase III DATA ANALYSIS AND INTERPRETATIONS

The results of the survey are as follows: Part I Q1. Is the grievance handling mechanism in the company clear and effective?

Options 1- Yes, It has a clear mechanism 2- Yes, but it can further be improved 3- No, but we are satisfied 4- No, it is totally ineffective 5- I am not aware/ Don`t know /Can`t Say Grand Total

Count 167 473 87 203 73 1003

Interpretation
The question was basically to gauge whether the grievance redressal mechanisms in the company is superficial or is there something more innate to it. .Thus, from above analysis of pie-chart, we can infer that 64 % of the employees are expecting that the existing Grievance/Complaint mechanism is clear but it can still further be improved. 29% of the employees are not satisfied with the grievance redressal mechanism and the rest 7% are not aware of the system.
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Q2. In the event of any grievance/ complaint / issue, which mechanism do you prefer most to adopt for redressal? Please Rank in the order of your preference.

Redressal Mechanism Fill up forms of Formal 3-tier grievance redressal system Login the grievance / complain in online Samadhan system Approach the Personnel Executive in the department Approach the sectional Supervisor / Shift Manager / Head Approach the UCM in the department Approach the Union Office Bearers / President, TWU Raise it in MD Online / Approach Sr. Management Executives Approach the Ethics Coordinator / Ethics Counsellor

Your Ranking

The above question was asked to rank the various redressal mechanisms that the employees prefer most to adapt for redressal of complaint/grievances. This will give a broader picture on the effectiveness of the different mechanisms that exists in Tata Steel for grievance/complaint redressal. The ranking of various redressal mechanism can be interpreted using frequency distribution and histogram charts.
Statistics Q2.1 N Valid Missing Median Std. Deviation Skewness Std. Error of Skewness Range 823 200 5.00 1.733 .014 .085 7 Q2.2 679 344 5.00 1.974 -.185 .094 7 Q2.3 924 99 3.00 1.287 .252 .080 7 Q2.4 982 41 1.00 1.458 2.017 .078 7 Q2.5 948 75 2.00 1.603 .799 .079 7 Q2.6 865 158 4.00 1.686 .006 .083 7 Q2.7 756 267 6.00 1.861 -.926 .089 7 Q2.8 514 509 7.00 1.759 -1.546 .108 7

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As per the above analysis we can rank the following redressal mechanisms on the basis of standard deviation, median and histograms.
Redressal Mechanisms Ranking 5 Fill up forms of Formal 3-tier grievance redressal system Login the grievance / complain in online Samadhan system Approach the Personnel Executive in the department Approach the sectional Supervisor / Shift Manager / Head Approach the UCM in the department Approach the Union Office Bearers / President, TWU Raise it in MD Online / Approach Sr. Management Executives Approach the Ethics Coordinator / Ethics Counselor 5 3 1 2 4 7 8

Interpretation
From the above analysis, we came to know that primarily the workers approach to their immediate supervisors/ Shift manager/head for the redressal of any complaint/grievances which they have ranked first in the list. This means that supervisors/ Shift manager/head are more effective in handling complaints/grievances of the workers in their dept. Next priority they give to UCMs and subsequently personnel officers in their dept., then the equal preference for grievance/complaint redressal are given to the Samadhan System and 3-tier formal grievance system. This
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means Samadhan system and 3-tier formal grievance redressal system have still some gravity to ensure that the problems could be solved in the system. As far as MD online and Ethics counselor is concerned they are ineffective in their approach for redressal of complaints and grievances. From the data we can see that only 51% of the workers have responded to ethics counselor out of the total samples of 1023. This means that many employees are not aware of this forum and those who are aware of it; they have given it least priority in their order of preference. Therefore the Ethics department is not approachable to every employee. Effectiveness of in person approach.
Statement Personnel Executive (a) 1 2 3 I feel convenient to approach them for my problems They I feel asks questions to and listens my carefully to understand my problem comfortable share problems because of good relationship with them. 4 5 They I feel respond to my to they problems share keep my the instantly/ timely / on priority comfortable because problems Union (b) Dept. Officer (c) Ethics (d) Sr. Mgmt. (e)

matters confidential 6 I have full faith that they will act upon my complaint 7 8 I am confident that my complains will be handled in fair/ unbiased manner I feel that they will take a holistic view to problem solving.

Above question has been put up to find out the effectiveness of in person approach. Various parameters have been used to determine the overall effectiveness of in person approach in complaint/grievance redressal. For each of the statement, central tendency has been used to determine its effectiveness.
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Statistics

Q3.1a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 959 64 2.48 3.00 3 .860 1 4

Q3.1b 956 67 2.75 3.00 3 .923 1 4

Q3.1c 959 64 2.97 3.00 3 .830 1 4

Q3.1d 591 432 2.11 2.00 2 .821 1 4

Q3.1e 808 215 2.40 2.00 3 .887 1 5

Statement wise interpretation: Convenient to approach: As visible from the above data, mean of departmental officer is the highest (2.97) and the standard deviation is low, therefore primarily employees feel convenient to approach to the department officer. Secondly, they approach to the UCMs in case of any complaints/grievances. Personnel officer stands on the third priority whereas senior management and ethics dept are not easily approachable to the employees.
Statistics

Q3.2a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 968 55 2.44 2.00 3 .849 1 4

Q3.2b 950 73 2.74 3.00 3 .941 1 4

Q3.2c 954 69 2.87 3.00 3 .806 1 4

Statistics

Q3.2d 543 480 2.31 2.00 2 .833 1 4

Q3.2e 852 171 2.56 3.00 3 .854 1 5

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Empathy: Here in this case also, department officer has the highest mean (2.87) with a lower standard deviation of (.806). Thus, in terms of listening and understanding the problems of employees, department officer stands pretty good at it. On the other hand UCMs stands on the second position. To some extent the senior management empathizes upon the problems of employees, whereas personnel officers are not up to the mark. And out of 1023 samples only 50%(approx) of the employees responded to Ethics which means they are not aware of it and those who are aware , they have given it least priority.

Q3.3a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 944 79 2.43 2.00 3 .835 1 4

Q3.3b 939 84 2.74 3.00 3 .863 1 4

Q3.3c 922 101 2.95 3.00 3 .818 1 4

Q3.3d 511 512 2.39 2.00 2 1.183 1 21

Q3.3e 841 182 2.51 3.00 3 .877 1 5

Good Relationships: Majority of the workers has good relationship with the department officer thereby they feel comfortable to approach them for any problem. Whereas Personnel officer fails to build good relationship among the workers which is quite visible from the data (mean -2.43, median 2,stdev- .835).
Q3.4a N Mean Median Mode Std. Deviation Minimum Maximum
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Q3.4b 936 87 2.74 3.00 3 .864 1 4

Q3.4c 900 123 2.82 3.00 3 .832 1 4

Q3.4d 491 532 2.31 2.00 2 .846 1 4

Q3.4e 795 228 2.49 3.00 3 .855 1 5

Valid Missing

951 72 2.43 2.00 2 .869 1 4

Speed/agility/priority of the response: This is perhaps the most important aspect of determining the effectiveness of in person approach. Here again the department officer holds the top position in responding to the problems of employees on timely/instantly/priority basis (mean 2.82, median-3,stdev-.832). UCMs in the department are also effective in this particular case, whereas personnel executive and senior management are still lacking the effectiveness in responding to the problems of the employees on instantly/timely/priority basis. Ethics dept is again ineffective in this case.
Statistics

Q3.5a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 955 68 2.49 2.00 3 .898 1 4

Q3.5b 931 92 2.72 3.00 3 .824 1 4

Q3.5c 949 74 2.86 3.00 3 .845 1 4

Q3.5d 494 529 2.24 2.00 2 .802 1 4

Q3.5e 858 165 2.44 2.00 3 .872 1 5

Confidentiality of the matters: Personnel executive, senior management and ethics dept. have been ineffective in keeping the matters confidential (median -2) while department officer and UCMs stands effective in confidentiality of the matters.
Statistics

Q3.6a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 955 68 2.45 2.00 2 1.041 1 22

Q3.6b 949 74 2.63 3.00 3 .864 1 4

Q3.6c 933 90 2.85 3.00 3 .873 1 4

Q3.6d 555 468 2.31 2.00 2 .785 1 4

Q3.6e 880 143 2.51 3.00 3 .861 1 5

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Faith: Department officer and UCMs seems to be more faithful while personnel executives and the senior management have not acquainted faith among the employees in their approach in redressal of complaints/grievances.
Statistics

Q3.7a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 952 71 2.49 2.00 2 .796 1 4

Q3.7b 944 79 2.67 3.00 3 .806 1 4

Q3.7c 942 81 2.82 3.00 3 .780 1 4

Q3.7d 555 468 2.39 2.00 3 .824 1 4

Q3.7e 848 175 2.43 2.00 3 .826 1 5

Fair/Unbiased:- Department officers have an unbiased and fair approach in handling complaints/grievances of the workers while Senior management and personnel officer are ineffective In fairness of handling complaints grievances. Statistics Q3.8a N Mean Median Mode Std. Deviation Minimum Maximum Valid Missing 942 81 2.49 2.00 2 .813 1 4 Q3.8b 935 88 2.64 3.00 3 .846 1 5 Q3.8c 946 77 2.76 3.00 3 .813 1 4 Q3.8d 494 529 2.18 2.00 2 .803 1 4 Q3.8e 840 183 2.56 3.00 3 .841 1 5

Holistic view: UCMs and department officer takes the holistic view towards problem solving while personnel officers are ineffective in taking the holistic view of the problem.

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Overall analysis on effectiveness of in person approach

3.a Weighted Mean Standard deviation 2.45 .860

3.b 2.70 .866

3.c 2.82 .819

3.d 2.27 .812

3.e 2.48 .849

Overall Interpretation From the overall interpretation on the effectiveness of in person approach, we came to know that department officer is effective amongst all the entities of in person approach. Personnel executives and senior management needs to pay more heed on their responsibilities which have not been depicted from the analysis which could prove them effective in handling complaints/grievances of the employees. Ethics department has suffered utter fiasco in their approach of handling complaints/grievances. Since only 50% of the responses have come from the employees which determine its unawareness amongst the employees. And also those who have responded it, have least prioritized it. Combined Interpretation of Q2 and Q3 (Effectiveness of in person approach) If we compare and validate the preferences of 2nd question with the 3rd question, we would conclude that the Shift supervisor/Dept. Officer is highly effective in handling the complaints/grievances of the workers. Subsequently UCMs are on the priority of the workers to redress their complaints/grievances. Personnel Officer however is ineffective in handling complaints/grievances of the workers.

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Part II: Formal grievance redressal mechanism (Works Committees) Q4. Are you aware of the 3 tier formal grievance redressal mechanism at Tata Steel Responses N Y Grand Total Count 258 724 982

Interpretation Majority of the employees i.e.73% are aware of formal grievance redressal mechanism while 26.27% are not aware of it.

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Q5. How did you come to know about the formal grievance redressal mechanism? Responses 1: Induction program 2: Friends and Colleagues 3:I have used it for grievance redressal 4:Circulars and journals 5:Suggested by superiors /UCMs/PE Count 125 337 31 134 110

Interpretation Around 45% of the employees get intimated about the formal grievance redressal mechanism through friends and colleagues. 4% of the employees have used it for grievance redressal. Circulars and journals are not much effective in disseminating the information to the employees in their departments. Only 18% of employees get to know about the formal grievance redrresal through circulars and journals. 16% of the employees are intimated through induction program. The rest 16 % came to know about it through superiors/UCMs/PE

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Effectiveness of formal grievance redressal mechanism. 3-tier Formal grievance redressal system is one of the main pillars of grievance redressal mechanisms. The respondents were asked to rate the various parameters that they considered were pertinent in determining the effectiveness of formal grievance redressal mechanism. Ratings have been done on the scale of 1-4, where 1 is strongly disagree, 2 is disagree, 3 is Agree and 4 is strongly agree. The analysis is as follows:-

Q6.1 N Valid Missing Mean Median Mode Std. Deviation Minimum Maximum 747 276 2.96 3.00 3

Q6.2 741 282 2.38 3.00 3

Q6.3 737 286 2.28 3.00 3

Q6.4 744 279 2.42 3.00 3

Q6.5 745 278 2.48 3.00 3

Q6.6 743 280 2.54 3.00 3

Q6.7 746 277 2.41 3.00 3

Q6.8 744 279 2.20 3.00 3

Q6.9 739 284 2.38 3.00 3

Q6.10 745 278 2.22 3.00 3 1.264 0 4

.927 1.227 1.219 1.111 1.145 1.104 1.194 1.268 1.178 0 4 0 4 0 4 0 4 0 4 0 4 0 4 0 4 0 4

Statement

It is a systematic procedure being followed to redress the grievances

Average Standard Score Deviation 2.96 .927 1.227 1.219 1.111 1.145 1.104 1.194 1.268 1.178 1.264

I am aware of the standard operating procedure being followed in 2.38 handling grievances in this system The reporting authority act upon the problems immediately I have full faith that my problem would be resolved in this system Matters relevant to the grievances are kept confidential It is lengthy and time consuming process of grievance redressal The system is user friendly I am satisfied with the responses I get during resolution of my problems The grievances are handled in a fair/unbiased manner I am constantly informed on what is being done about my grievance
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2.28 2.42 2.48 2.54 2.41 2.20 2.38 2.22

Interpretation:
73% of the employees responded to this question out of 1023 respondent surveyed. Most of the respondents were satisfied on various parameters that justifies the effectiveness of formal grievance redressal system. The major concern for formal grievance redressal is its timely redressal of grievances.

Q7. Overall, how would you rate the formal grievance redressal mechanism?
Cant` Say- 0 Very poor-1 Poor -2 Good-3 Very good-4 98 10 104 304 239

Interpretation:
74% of the employees have responded to this question out of 1023 respondents surveyed. Now, we can see that only 15 % of 755 employees are not satisfied with formal grievance redressal mechanism. While 72% of 755 m think that it is a good system for grievance redressal.

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Q8. Are you aware of the intranet based online Samadhan system for grievance/ Complaint redressal mechanism at Tata Steel?
Responses Yes No Counts 575 397

Total
40.84% 59.16% n y

Interpretation Out of 976 responses, 59% were not aware of the Samdhan system, whereas 41% of them are aware of it. This means that there should be some hike in awareness level of the employees towards Samadhan system so that more and more usage of the system could be possible to redress the complaints/grievances.

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Q9. How did you come to know about the informal intranet based Samadhan grievance redressal mechanism? 1:During induction program 2: Friends and colleagues 3: Ive logged complain using this system 4: Circulars and journals 5: Suggested by my superiors / Personnel Executive / UCM Grand Total 71 155 56 79

38 399

Total
38 79 71

` 2 3

56

155

4 5

Interpretation: From the data it was revealed that primarily friends and colleagues are the main friends sources of awareness for Samadhan system. Effectiveness of Samdhan system Samdhan After gauging whether the respondents were aware of Samadhan system or not, they were asked to rate the various parameters that they considered were consider pertinent in determining the effectiveness of Samadhan system. Ratings have been done on the scale of 1 4, where 1 is strongly disagree, 2 is disagree, 3 is 1-4, Agree and 4 is strongly agree.
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The analysis is as follows:Statistics

Q10.1 Q10.2 Q10.3 Q10.4 Q10.5 Q10.6 Q10.7 Q10.8 Q10.9 N Valid Missing Mean Median Mode Std. Deviation Minimum Maximum 424 599 2.30 2.00 3 421 602 2.24 2.00 3 420 603 1.95 3.00 3 423 600 2.22 3.00 3 424 599 2.34 3.00 3 420 603 1.92 2.00 3 423 600 2.37 3.00 3 420 603 2.08 3.00 3 423 600 2.08 3.00 3

Q10. 10 423 600 2.30 3.00 3

Q10. 11 421 602 2.34 3.00 3

1.047 1.079 1.392 1.356 1.044 1.317 1.347 1.434 1.313 1.331 1.245 0 0 0 0 0 0 0 0 0 0 0 4 4 4 5 4 4 4 4 4 4 4

Statement I find difficulty in logging complaints in the Samadhan system I prefer Samadhan system for immediate redressal of my complaints

Average Score 2.30 2.24

Standard deviation 1.047 1.079 1.392 1.317 1.044 1.317 1.374 1.434 1.313

I am constantly informed on what is being done about my complaint through 1.95 the Samadhan system I trust that my problem will be resolved in this system The complaints are handled in a fair/unbiased manner The complaints are resolved instantly without any reminder I feel that individual matters are kept confidential 1.92 2.34 1.92 2.27

I can express my grievance properly in this system as it is simple & systematic 2.08 The system has the capability to accommodate all the possible categories of 2.08 complaints (e.g. promotions, seniority, canteen etc.) to enable me to properly express my problem The procedures for conveying grievance / complaint is simple & well defined The system is user friendly 2.30 2.34

1.331 1.245

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Interpretation
The overall average score is not depicting the clear picture of pertinences of different parameters on the effectiveness of Samadhan system. We have considered the standard deviation and median all together to find out the level of satisfaction towards the online Samadhan system for grievance/complaint redressal. The variations in the responses of all the parameters are quite high. I we look at the descending order of the average score for all the parameters we will find that faithfulness of the system is prevalent, side by side the employees finds it difficult to log complaints in Samadhan system. The respondent were somewhat agreed that it is a user friendly system. Q11.How has been your overall experience with the online Samadhan system for redressal of grievances / complaints?
Responses Can`t say- 0 Very Poor-1 Poor -2 Good -3 Very Good-4 Grand Total Count 98 2 58 227 39 424

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Interpretation
Of the 1023 respondent surveyed, only 40% of them have responded to this question. Very surprisingly, it was revealed that 14% have had poor experience with Samadhan system while 63% have had a good experience with Samadhan system for complaint/grievance redressal. And the rest were unanswered. This means those who are aware of samadhan system or have used it for grievance redressal, are satisfied with it.

Part IV: For female employees

Q12. Are you aware of the Grievance Cell that exists at Tata Steel for female employees?
Responses Count

Yes No

4 11

Interpretation
Although 1% of the female employees were surveyed out of the total 1023 respondent. Keeping 1% into consideration, Most of the female employees were aware about the grievance cell that exists in the company while very few were unaware of it.
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Q13. Please read each of the statements given below carefully and put a tick mark in the appropriate box alongside which best represents your response:
Statement Personnel Executive (1) Union (2) Dept. Officer (3) Ethics (4) Other female colleagues (5)

Whom do you confide in at workplace in case of any concern or issues specific to your gender? If your answer is other that the choices mentioned alongside please specify here ________________________ In case of facing or coming across any Sexual Harassment situation: Whom do you approach? If any other, please specify here _______________________________________ Who provides you the best response in such cases? If any other, please specify here _______________________________________

The effectiveness of in person approach for redressal of complaints/grievances of female employees specifically has been put up. The analysis is as follows:
Statistics Q13.1 N Valid Missing Mean Median Std. Deviation Sum 15 1008 3.20 4.00 1.568 48 Q13.2 15 1008 3.40 4.00 1.242 51 Q13.3 13 1010 3.62 4.00 1.193 47

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Interpretation:
There is a clear cut picture coming out of the analysis which has been done through histogram charts and central tendency. Although 1% of the female respondents have been surveyed, thus keeping that 1% into consideration we can infer that primarily the female employees approach to the Ethics dept to confine any issues related to gender specific. Or in case of any sexual harassment, they generally approach to the Ethics department. Thus, the Ethics department has been effective in the handling the grievances/complaints of female employees. Apart from that department officer is also preferable by the female employees to confide their issues related to gender specific in workplace. Personnel officer and Unions are not up to the mark as far as female employees are concerned.
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Part V: Suggestions
Q14. Please rate the following suggested approaches for grievance / complain redressal on a scale of 1 4 (where 1 stands for Totally Ineffective and 4 stands for Highly Effective) with reference to the statement mentioned alongside. May I Help You register in the department for lodging grievances / complaints Installation of complaint box at the workplace Call Center (like JUSCO Sahyog) for grievance redressals

For this question, central tendency and percentage wise analysis have been done. Statistics

Q14.1 N Mean Median Std. Deviation Skewness Std. Error of Skewness Range Sum Valid Missing 778 245 2.81 3.00 .884 -.458 .088 3 2186

Q14.2 804 219 3.40 4.00 .766 -1.118 .086 3 2733

Q14.3 769 254 3.18 3.00 .842 -.614 .088 3 2446

Q14.1 Frequenc y Percent Valid 1 2 3 4 Total Missing System Total 75 167 367 169 778 245 1023 7.3 16.3 35.9 16.5 76.1 23.9 100.0 Valid Percent 9.6 21.5 47.2 21.7 100.0 Cumulative Percent 9.6 31.1 78.3 100.0

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Q14.2 Frequenc y Percent Valid 1 2 3 4 Total Missing System Total 18 85 259 442 804 219 1023 1.8 8.3 25.3 43.2 78.6 21.4 100.0 Valid Percent 2.2 10.6 32.2 55.0 100.0 Cumulative Percent 2.2 12.8 45.0 100.0

Q14.3 Frequency Percent Valid 1 2 3 4 Total Missing System Total 20 155 260 334 769 254 2.0 15.2 25.4 32.6 75.2 24.8 Valid Percent 2.6 20.2 33.8 43.4 100.0 Cumulative Percent 2.6 22.8 56.6 100.0

1023 100.0

Interpretation
If we see the percentage wise analysis of all the three statement, complaint box has highest responses with 79% responses. Wherein 68% of the respondents think that installation of complaint box in the workplace could be better option for complaint/grievance redressal. 52% out of 76% respondents feel that May I help you register could also be a better option for grievance redressal. While 58% out of 75% respondent feel that JUSCO Sahyog could be the better option for grievance complaint/redressal. Since the median of complaint box is 4, therefore the respondent believes that it could be highly effective method for grievance redressal. Whereas JUSCO Sahyog and May I help you register is equally effective as revealed from the data.

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Accessibility Vs Proficiency

Row Labels 1:Complete 2:Partial 3Nil Grand Total

Count of Accessibility 254 589 147 990

Count of Proficiency 254 588 147 989

Count of Accessibility
14.85% 25.66% 1 2 59.49% 3

Correlations Accessibility Accessibility Pearson Correlation Sig. (2-tailed) tailed) N Proficiency Pearson Correlation Sig. (2-tailed) tailed) N Age Pearson Correlation Sig. (2-tailed) tailed) N **. Correlation is significant at the 0.01 level (2 (2-tailed). 990 .515** .000 989 .088** .005 989 994 .168** .000 993 999 1 Proficiency .515** .000 989 1 Age .088** .005 989 .168** .000 993 1

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Interpretation
In the pie chat we can see that 75% of the employees have fully and partial access to computers. Now, the correlation between the accessibility and proficiency around 51% which means that those departments which have access to computers the employees may or may not be proficient enough to use it. Also, the correlation of age with the proficiency is 0.168 which means that the employees, who are older, are less proficient than the one who are younger. Department wise Accessibility can be seen in the population pyramid diagram.

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Findings and Suggestions

If internal costumers are happy then only the external costumer will be happy. The employees in Tata Steel are not much satisfied with the grievance redressal system and they are expecting it to improve further. Grievance redressal system should be appropriate to suit the psycho of the employees according his abilities and proficiency. Samadhan system can only be compatible in the departments where there is any scope of accessibility of computers and proper training thereto . And the departments where the workers are uneducated therein the Samadhan system should not be applied. An awareness program should be implemented to make the employees aware of both the Informal and Formal system of grievance/complaint redressal. Personnel executives and senior management should take proactive approach in handling the complaint/grievances of the employees. Thereby ensure that employees problems are reviewed in prompt and timely manner. Job description and responsibilities should be clear so that everyone should be informed of company`s goals and expectations including what is expected from each individual. Installation of Complaint boxes should be implemented in every of the department. Jusco Sahyog and May I help you register are also the major priorities of the employees for the redressal of complaints/grievances to incorporate it in the informal mechanism of grievance redressal. This would bring problem or conflict of interest to light. Formal grievance redressal system is an effective system which should not be changed.

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LIMITATIONS
Although no effort was spared in carrying out this project, yet a few hindrances were faced that imposed certain limitations on this study: 1. Questionnaire designing, printing and bilingual translation took much of time due to which the survey got delayed. 2. It was very difficult to conduct the survey of sample size 1500 (approx 14-15%) of the total population within a limited time bound of 10 days. Therefore 11% of the sample was covered wherein all the works areas were covered sparing some of the maintenance areas. 3. In course of interaction with the workers, it was difficult to obtain optimum time from respondents in certain instances as they found it difficult to spare too much time out from their work schedules 4. In course of interaction with the HR Managers and sectional heads, it was difficult to get optimum time from them in certain instances owing to their extremely busy schedules.

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Bibliography
(n.d.). Retrieved from www.findarticles.com . (n.d.). Retrieved from http://www.scribd.com/doc/20913191/Grievance-RedressalProcedure. deskon. (2010). GRIEVANCE REDRESSAL. Study on Reforms and Restructuring of Meghalaya State Power Sector . Edwin B, Flippo. (2009). In Personnel Managment . TATA McGRAW HILL - International publications. http://en.wikipedia.org/wiki/Grievance. (n.d.). James, D. (2008). Retrieved from Statistical Tests in SPSS/Analysis.mht. Kothari, C.R. (2009). Research Methodology. In Research Methodology, Methods and Techniques. New Delhi: New Age International . Kumar, R. V. (2011, 2 23). Scaling and Questionnaire Design.

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APPENDIX SCHEDULE INTERVIEW QUESTIONS

Total Interview Time Required: 15 minutes (approximately) Objective The primary objective of the interviews would be to: To understand the redressal mechanism of complaint/grievance in the departments. To know the usage of samadhan system in the departments. Problems pertaining to the workers in the departments. Questions 1. What is the status of Samadhna system in your dept.? Are the employees in your department aware of Samadhan system? What could be the reasons for the failure of Samadhan system? 2. What is your perception towards the problems of the employees? What are the problems that are frequent in your department? 3. How do the Complaints/Grievances get resolved in your department? What according to you would be the better way of informal Complaint/Grievance redressal mechanism?

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Exhibit 1 Affinity Diagram: Suggestions and Recommendations for effective Grievance/Compalint redressal mechanisms Definitely Change Never Change

Grievacne Redressal mechanisms Confidentiality of matters Confidentiality Instant/timely response to the Instant/timely grievacnes/complaints ' Unfairnerss and unbaised approach Unfairnerss

Communication JDC Grievance Redressal system 3-tier formal grievacne redressal system tier Online Samadhan system Online

Communication MD Online Workers and senior management Workers Time bound feedback

Suggestions
Approach for grievance/complaint redressal Installation of complaint box Installation May I help you register May JUSCO Sahyog JUSCO Feedback form Feedback Status enquiry system Status Communication Workers and Management Workers Bottom up approach Bottom

Workshops Awareness on grievacnes redressal mechanisms Awareness

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Exhibit 2 Affinity Diagram: Interaction with the workers

Communication Lack of interation with personnel execuitves and UCMs Organisational communication Mechansims for communication Uniformity of rules Standardization of rules and regulations Lack of transparency Lack of equity Job security and advancement Promotional Policy Career progression Development opprotunities Leadership Behavior of the Personnel executives Chargeshet is filed if voice is raise against the senior management/Senior Officers Lack of Credibility Lack of Fairness Physical environment Safety Amenities Medical Welfare facilities Training and development On the job and off the job training Computer training Learning/development

Infrastructure Accessibility of computers in the dept. Accessibility New forums for grievance/complaint redressal

Informal grievance/complaint redressal (Samadhan System) Unawareness Accessibilty of computers Accessibilty Uneducated employees Uneducated Computer training not provided Computer Inactive grievance redressal mechanism 3-tier Formal tier Problem in articulation of comaplaint/grievacnes Problem Problem in filling up the forms Problem Other informal ways of grievacne redressal Immediate supervisor/manager/head Immediate UCMs Personnel officer MD online Ethics deptt

Installation of complaint box at workplace Installation Feedback form JUSCO Sahyog May I help you register

Do not listen to the problems Dominance over non-members

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Exhibit 3- Affinity Diagram: Schedule Interview with HR/IR Managers & Sectional Heads
Ways of Grievacne/Comaplaint redressal Immediate supervisor UCMs Personnel officer tier 3-tier formal grievance redressal mechanism Samdhan system Welfare and amenities sub committees Welfare JDC Samadhan Syetem Unawareness Inactive Accessibility of computers in the department Accessibility Proficiency in using compuetrs Proficiency Uneducated Workers Categories of complaints/grievances

Safety Promotion Aminities Medical Acting Wages

Awareness Programmes Mechanisms for complaints/grievacnes Mechanisms Samadhan system Suggestions for informal grievacne redressal JUSCO Sahyog Complaint Box May I help you register Undesired responses No grievacnes in the department No

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EXHIBIT-4

Survey Questionnaire

Dear Colleagues,

You would agree that as an inherent philosophy Tata Steel values the contribution of each of its employees and keeps it in the forefront of all its endeavors. We genuinely believe that happy employees are the prime force in driving improvements in the Company and taking it to greater heights. any Hence, we endeavour to mitigate the irritations being cause to them through ineffective mechanism for redressal of their grievances & complaints. This questionnaire will help us to understand your views / opinion related to the current status of the various channels / forums of redressal of grievances, complaints & personal issues and collectively design an improved and more customer friendly mechanism for the same. We would request you to kindly spare 10 15 minutes from your busy schedule to provide the desired information and help us serve you better through improved processes. Please ensure that you fill the demographic details on the first page of the questionnaire. This would help us categorize your needs in a better way.
Demographic Details Department: __________________________________ Operation [ ] Gender: Male [ ] Female [ ] Age ____________ years Length of service in Tata Steel ______________________ years Maintenance [ ]

SURVEY ON EFFECTIVENESS OF GRIEVANCE / COMPLAINT REDRESSAL MECHANISMS 2011

Category: Supervisor [ ] Worker [ ] Sr. Associate [ ] Associate [ ] Jr. Associate [ Your access to PC / Computer at Workplace: Complete [ ] Partial [ ] Nil [ ] Your proficiency on browsing Intranet sites / links: Fully conversant [
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Somewhat familiar [

Not at all conversant [

There are five parts to this questionnaire.

Part I Exploratory questions on the various forums for grievance / complain redressal; Part II Specific questions to measure the effectiveness of the formal 3-tier grievance redressal mechanism; Part III - Specific questions to measure the effectiveness of the informal & online Samadhan system for grievance / complaint redressal. Part IV Specific questions for female employees (to be responded only by them) Part V Your suggestions Answering all questions in each of the parts is important for arriving at the right understanding to your problems related to grievance redressal. Please carefully read the instructions provided in each part / question and respond accordingly.

Part I
Instructions: Please read each statement carefully and select the appropriate choice by making a tick mark in the box against that statement.

Q1. Is the grievance handling mechanism in the company clear and effective? A) Yes, it has a clear mechanism [ ] B) Yes, but it can be further improved [ ] C) No, but we are satisfied [ ] D) No, it is totally ineffective [ ] E) I am not aware / Dont know/ Can`t say [ ] Q2. In the event of any grievance/ complaint / issue, which mechanism do you prefer most to adopt for redressal? Please Rank in the order of your preference. Redressal Mechanism Fill up forms of Formal 3-tier grievance redressal system Login the grievance / complain in online Samadhan system Approach the Personnel Executive in the department Approach the sectional Supervisor / Shift Manager / Head Approach the UCM in the department Approach the Union Office Bearers / President, TWU Raise it in MD Online / Approach Sr. Management Executives Approach the Ethics Coordinator / Ethics Counsellor Any other (Please Specify ___________________________________________) Your Ranking

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Q3. Following statements determine the effectiveness of in person approach i.e. grievances / complaints redressed through personally approaching the concerned agencies - Personnel Executive, Union (President / Office Bearers / UCM), Departmental Officer (Supervisor / Shift incharge / Manager / Sectional head), Ethics department and Sr. Management in resolving the complains/grievance/issues.
Please rate each one the approaches on a scale of 1 4 (where 1 stands for Totally Ineffective and 4 stands for Highly Effective) with reference to the statement mentioned alongside.
Statement I feel convenient to approach them for my problems They asks questions and listens carefully to understand my problem I feel comfortable to share my problems They because to my of good relationship with them. respond problems instantly/ timely / on priority I feel comfortable to share my problems because they keep the matters confidential I have full faith that they will act upon my complaint I am confident that my complains will be handled in fair/ unbiased manner I feel that they will take a holistic view to problem solving. Personnel Executive Union Dept. Officer Ethics Sr. Mgmt.

Part II: Formal Grievance Redressal Mechanism (Works Committees)

Q4. Are you aware of the 3 tier formal grievance redressal mechanism at Tata Steel? Yes [ ] No [ ] Q5. How did you come to know about the formal grievance redressal mechanism? A) During induction program [ ] B) Friends and colleagues [ ] C) I have used it for grievance redressal [ ] D) Circulars and journals [ ] E) Suggested by my superiors / Personnel Executive / UCM [ ]
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Q6. Following statements determine your level of satisfaction towards the 3-tier formal grievance redressal mechanism. Please state your opinion by placing a tick mark in the appropriate box
Statement Strongly Disagree (1) Disagree Agree (2) (3) Strongly Agree (4) Cant Say

It is a systematic procedure being followed to redress the grievances I am aware of the standard operating procedure being followed in handling grievances in this system The reporting authority act upon the problems immediately I have full faith that my problem would be resolved in this system Matters relevant to the grievances are kept confidential It is lengthy and time consuming process of grievance redressal The system is user friendly I am satisfied with the responses I get during resolution of my problems The grievances are handled in a fair/unbiased manner I am constantly informed on what is being done about my grievance

Q7. Overall, how would you rate the formal grievance redressal mechanism? Very Poor [ ] Poor [ ] Good [ ] Very Good [ ] Can`t say [ ]

Part III: Informal Online Grievance Redressal Mechanism Samadhan

Q8. Are you aware of the intranet based online Samadhan system for grievance/ Complaint redressal mechanism at Tata Steel? Yes [ ] No [ ] Q9. How did you come to know about the Samadhan system of grievance redressal mechanism? A) During induction program [ ] B) Friends and colleagues [ ] C) Ive logged complain using this system [ ] D) Circulars and journals [ ] E) Suggested by my superiors / Personnel Executive / UCM [ ]

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Q10. Following are the statements to determine your level of satisfaction towards the online Samadhan system for grievance / complaint redressal. Please state your opinion by placing a tick mark in the appropriate box.
Statement Strongly Disagree (1) Disagree Agree (2) (3) Strongly Agree (4) Cant Say

I find difficulty in logging complaints in the Samadhan system I prefer Samadhan system for immediate redressal of my complaints I am constantly informed on what is being done about my complaint through the Samadhan system I trust that my problem will be resolved in this system The complaints are handled fair/unbiased manner in a

The complaints are resolved instantly without any reminder I feel that individual matters are kept confidential I can express my grievance properly in this system as it is simple & systematic The system has the capability to accommodate all the possible categories of complaints (e.g. promotions, seniority, canteen etc.) to enable me to properly express my problem The procedures for conveying grievance / complaint is simple & well defined The system is user friendly

Q11. How has been your overall experience with the online Samadhan system for redressal of grievances / complaints? Very Poor [ ] Poor [ ] Good [ ] Very Good [ ] Can`t say [ ]

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Part IV: Only for Female Employees

Q12. Are you aware of the Grievance Cell that exists at Tata Steel for female employees? Yes [ ] No [ ]

Q13. Please read each of the statements given below carefully and put a tick mark in the appropriate box alongside which best represents your response:
Statement Personnel Executive Union Dept. Officer Ethics Other female colleagues

Whom do you confide in at workplace in case of any concern or issues specific to your gender? If your answer is other that the choices mentioned alongside please specify here ________________________ In case of facing or coming across any Sexual Harassment situation: Whom do you approach? If any other, please specify here _______________________________________ Who provides you the best response in such cases? If any other, please specify here _______________________________________

Part V: Suggestions
Q14. Please rate the following suggested approaches for grievance / complain redressal on a scale of 1 4 (where 1 stands for Totally Ineffective and 4 stands for Highly Effective) with reference to the statement mentioned alongside. May I Help You register in the department for lodging grievances / complaints Installation of complaint box at the workplace Call Center (like JUSCO Sahyog) for grievance redressals Please suggest any other approach that you feel would be most effective & efficient _____________________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Q15. List out one thing that you would definitely like to change in the grievance redressal mechanism and one which you would never want to change. Definitely Change ___________________________________________________________________________________ Never Chang ___________________________________________________________________________________
Thank you for your kind co-operation
P.S.: Bilingual translation (EnglishHindi ) of the final questionnaire had been done

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Exhibit 5
Stock no. TATA Steel, Jamshedpur Grievance Form No. 1 Name T. No. .. P.No Designation . Section.. Department

Grievance regarding *

Date

Signature of the Employee

1.Acting 2.Amenities/Facilities 3. Continuity of service 4 .Compensation 5 .Discharge/dismissal

6. Fines 7.Increments 8.Leave 9.Medical 10.Misconduct

11.Miscelleneuos 12.Nature of job 13.Promotion 14.Safety appliances 15.Suspension

16.Suspension 17.Transfer 20.Victimisation 21.Warning letter 22. Trade test/E.B. Test

Remarks of Sectional Head/ Sr. Manager or their equivalent or Dept. Head where necessary( To be entered within two working days from the date of receipt of this form. In case requiring to higher authorities or to another department, the above time will be relaxed) Date of received

No.

Date

Signature

Desig.

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Exhibit 6
Stock no.

TATA Steel, Jamshedpur Grievance Form No. 2 Name T. No. .. P.No Designation . Section.. Department

Grievance regarding *

Date

Signature of the Employee

1.Acting 2.Amenities/Facilities 3. Continuity of service 4 .Compensation 5 .Discharge/dismissal

6. Fines 7.Increments 8.Leave 9.Medical 10.Misconduct

11.Miscelleneuos 12.Nature of job 13.Promotion 14.Safety appliances 15.Suspension

16.Suspension 17.Transfer 20.Victimisation 21.Warning letter 22. Trade test/E.B. Test

Decision of head of the department. ( To be entered within three working days from the date of receipt of this for. In this case requiring reference to higher authorities or to another department, the above time will be relaxed) Date of received

No.

Date

Signature

Desig.

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Exhibit 7

Stock no . TATA Steel, Jamshedpur Grievance Form No. 3 Name T. No. .. P.No Designation .

Section.. Department

Appeal to Works Committee*

Date

Signature of the Employee

1.Acting 2.Amenities/Facilities 3. Continuity of service 4 .Compensation 5 .Discharge/dismissal

6. Fines 7.Increments 8.Leave 9.Medical 10.Misconduct

11.Miscelleneuos 12.Nature of job 13.Promotion 14.Safety appliances 15.Suspension

16.Suspension 17.Transfer 20.Victimisation 21.Warning letter 22. Trade test/E.B. Test

Management`s decision

Thro: Sectional manager or his equivalent

Date of received

No.

Date

Signature

Desig.

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