Shwetank 08YACM60104

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION
Study On
Dissertation submitted in partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION OF Bangalore University
GUIDED BY
Mr Tilak thomas
SUBMITTED BY Shwetank
MBA (IV SEM.) Reg. no 08YACM6104
SESSION 2008-2010
GAIN MORE KNOWLEDGE REACH GREATER HEIGHTS
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Presidency college, Bangalore-560024
Presidency College Kempapura, Hebbal Bangalore 560024
CHAPTER-1 Introduction
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INTRODUCTION:
Grievance According to Michael Jucius, A grievance can be any discontent or dissatisfaction, whether expressed or not, whether valid or not, and arising out of anything connected with the company that an employee thinks, believes, or even feels as unfair, unjust, or inequitable. A grievance means any discontentment or dissatisfaction in an employee arising out of anything related to the enterprise where he is working. It may not be expressed and even may not be valid. It arises when an employee feels that something has happened or is going to happen which is unfair, unjust or inequitable. Thus, a grievance represents a situation in which an employee feels that something unfavorable to him has happened or is going to happen. In an industrial enterprise, an employee may have grievance because of long hours of work, nonfulfillment of terms of service by the management, unfair treatment in promotion, poor working facilities, etc.
Nature of Grievance:
Nature of Grievance Grievances is symptoms of conflicts in the enterprise. Just like smoke could mean fire, similarly grievances could lead to serious problem if it is not addressed immediately! So they should be handled very promptly and efficiently. While dealing with grievances of subordinates, it is necessary to keep in mind the following points: A grievance may or may not be real. Grievance may arise out of not one cause but multifarious causes. Every individual does not give expression to his grievances.
Forms of Grievance:
A grievance may take any of the following forms: Factual:
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION When an employee is dissatisfied with his job, for genuine or factual reasons like a breach of terms of employment or any other reasons that are clearly attributed to the management, he is said to have a factual grievance. Thus, factual grievances arise when the legitimate needs are unfulfilled. The problem that he has is real and not virtual.
Imaginary:
When an employees grievance or dissatisfaction is not because of any factual or valid reason but because of wrong perception, wrong attitude or wrong information he has. Such a grievance is called an imaginary grievance. Though it is not the fault of management, the responsibility of dealing with it still rests with the management. So the problem is not real. It is in the mind or just a feeling towards someone or something. So be careful your grievances could be very much imaginary!
Disguised:
An employee may have dissatisfaction for reasons that are unknown to him. This may be because of pressures and frustrations that an employee is feeling from other sources like his personal life. I am sure you will agree that if you have fought at home and come to the institute, you cannot concentrate in the class. Similarly if you have had a bad day in the institute, that will reflect in the mood at home. We are all humans and are sensitive to the environment that we operate
Grievance means any type of dissatisfaction or discontentments arising out of factors related to an employees job which he thinks are unfair. A grievance arises when an employee feels that something has happened or is happening to him which he thinks is unfair, unjust or inequitable. In an organization, a grievance may arise due to several factors such as:
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Violation of managements responsibility such as poor working conditions Violation of companys rules and regulations Violation of labor laws Violation of natural rules of justice such as unfair treatment in promotion, etc.
Various sources of grievance may be categorized under three heads:

management policies, working conditions, and personal factors
Grievance resulting from management policies includes:

Wage rates Leave policy Overtime Lack of career planning Role conflicts Lack of regard for collective agreement
Grievance resulting from working conditions include:
Poor safety and bad physical conditions
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o
Unavailability of tools and proper machinery
Negative approach to discipline
Unrealistic targets
Grievance resulting from inter-personal factors include
Poor relationships with team members
Autocratic leadership style of superiors
Poor relations with seniors
Conflicts with peers and colleagues
Identifying Grievances:
Exit interview:
Employees usually quit organizations due to dissatisfaction or better prospects elsewhere. Exit interviews, if conducted carefully, can provide important information about employees grievances. This can help the management to gather feedback and to genuinely incorporate feedback. The management should carefully act upon the information drawn from such employees .It should be careful that the discontentment is reduced so that no more employees quit the organization because of similar reasons. Page 6 of 75
Gripe Boxes:
These are boxes in which the employees can drop their anonymous complaints. They are different from the suggestion boxes in which employees drop their named suggestion with an intention to receive rewards. It is normally said that if you want to progress in life, you should be close to critics. These gripe boxes can perform the role of critics for the organization. The management should carefully act upon the
information thus gathered. Now I dont want to sound repetitive by saying that the internal customers of an organization should be satisfied if the external customers are to be kept happy.
Opinion Survey
The management can be proactive by conducting group meetings, periodical interviews with employees, collective bargaining sessions etc. through which one can get information about employees dissatisfaction before it turns into a grievance.
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization. 1. Open door policy 2.Step-ladder policy
Open door policy:

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

Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superiors decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties. GRIEVANCE PROCEDURE IN INDIAN INDUSTRY
The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 16th session of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery. According to it, workers representatives are to be elected for a department or their union is to nominate them. Management has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are: STEP 1: In the first step the grievance is to be submitted to departmental representative, who is a representative STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days. of management. He has to give his answer within 48 hours.
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STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of Grievance Committee must be communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The management must communicate its decision to the worker within 7 days. STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary arbitration.
Organization
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RELATION BETWEEN EMPLOYEE GRIEVANCE AND JOB PERFORMANCE
Monitoring and appraising employees helps boost employee productivity and develop employees' potential to the full. Employees' job performance is key to the success of business. Putting in place a system to monitor job performance will allow employees to demonstrate evidence of their contribution towards business objectives..
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION The performance management system is a two-way, continuous process, measuring job performance in a fair and consistent way. The benefits of this two-way process are that it improves communication between you and the employee by creating a forum for you to discuss work and/or personal related issues that may have an effect on job performance. The system will also lead to the retention and motivation of talented employees.
Each of employees experiences the four critical stages of performance.
The first stage is to set clear goals for your employees, reflecting their specific job role
and the business objectives for the financial year that relate to their job.
The second stage is to provide relevant resources to support the achievement of your
employees' goals.
The third stage is to review the achievement of the goals you have set, preferably on a
monthly or quarterly basis. The value of this is to create an opportunity to review the goals and assess employees efforts to take corrective action in respect of failures and/or recognize interim achievements.
The final fourth stage is a formal appraisal to assess employees job performance over
the year gone. The result of this may be promotion or a reward and the recognition of achievements. At the same time, priorities should be agreed upon and goals set for the following year.
Within this four-stage process, there may be conversations about one or all of the following:

over or under achievement of the employee's job; negotiation regarding pay; and The identification of opportunities for future development and progression.
The most effective people to carry out the appraisal process will be the employee's immediate manager, and it is therefore important that both the manager concerned and the employee are fully
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION aware of how the job appraisal process works. They should both ensure their expectations are clarified at the beginning of each job appraisal meeting.
The tools for job appraisals

Following this simple checklist will help you develop and implement an effective job performance monitoring and appraisal system. Step 1 You need to know your business goals for the financial year, as these will form the basis for setting goals for individuals. How can you achieve something if you don't know what it is? Setting clear goals for your business will help you focus your efforts on what you want to achieve. Setting goals for your employees, based on your business goals, boosts productivity because the goals help your employees to understand what is expected them. They can stretch and challenge employees' roles, although they must, of course, be achievable. Step 2 You must review your employees' job descriptions alongside your business goals, and create no more than four goals using the SMART format. The SMART-goal format requires you to evaluate the following: S - SPECIFIC What is the task? What is involved? What is required? How might it be described to a stranger? M - MEASURABLE How will you know when the task is achieved? What will success look like? What targets must be met? What are your expectations in terms of time, quality, quantity, money and standards? How will it impact the business?
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION A - ACTION What is the first step that needs to be taken? What resources are needed? Who can help to make this happen? How will progress be monitored? Has anyone done this before? If so, what learning can they share? Do both parties agree with the actions that need to be taken?
R - REALISTIC
Review S, M and Aare they clear? Is the task relevant? What else needs to be considered?
T - TIMED
On what date will the task be completed? How many interim review dates will there be? When will progress be monitored? In some organisations, the formulation of SMART goals is done with the employee, with the benefit of their involvement and agreement. You must keep the goals simple - one or two sentences will do. Step 3 Once the SMART goals are agreed upon, you should seek a second opinion as to whether they make sense. If not, you should learn from the feedback and refine the goals accordingly.
Step 4 The employee and their immediate manager must meet to talk about the SMART goals. The ideal time for this is at the beginning of the financial year. The employee will look for clarity and understanding, generating ideas for achieving them. The employee's immediate manager has the opportunity of providing advice and guidance. Step 5
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION SMART goals can change during the year - for example, due to unforeseen issues or circumstances, as a result of employee under or over achievement, change in roles, new employees starting or new managers. Step 6 Immediate managers carry out review meetings, ideally monthly but every three months if not. The review meeting is an informal review of the employees job and specific SMART goals for the year. The meeting should be rigorous and objective, allowing the employee time for questioning, self-assessment, advice and guidance. Step 7 Before the review meeting, the employee and their immediate manager will do some preparation. Practical considerations, such as where the meeting will be held, who will be attending and what should be on the agenda should be decided on. Step 8 The immediate manager may encourage the employee to comment on their own job performance perhaps rating their achievements in respect of each SMART goal on a numerical scale. This provides the immediate manager with the opportunity to see how the employee views their job performance and also to see if any support could be provided in weak areas.
Step 9 At the end of the job performance review, it is essential that any comments are typed up and shared between employee and manager. A date should be established for the next job performance meeting. Step 10
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Feedback should be sought and offered on a regular basis. This helps the employee to progress, learn and develop in their job role. It is vital for the feedback to be a balance of praise for successes and strengths, as well as advice/commentary regarding weaknesses and further development. Step 11 Accurate assessment is essential. After a number of job review meetings, the consensus may be that the employee is not performing in the job role in a way that has been agreed and is expected perhaps they are not attaining or working towards their SMART goals sufficiently. This may be for a number of reasons, so it is very important not to make any assumptions but to establish clearly what these are. Step 12 When the reasons for poor performance have been established, action needs to be taken. New goals may be set, and further support or training and development can be provided. If the employee has lost motivation or refuses to take ownership to resolve the issues and the business has done all it can, you may have to resort to your grievance and disciplinary policy and procedures. Step 13 The value of training must not be underestimated. Not only does training help your employees function in their jobs with confidence and in a competent and safe manner, but developmental training increases their skills, knowledge and experience to further their progress. If you have a small business, have you ever thought 'wouldn't it be nice to have a finance director?' or 'why can't I have someone overseeing quality?' or 'I'd love a sales manager' - if these are common thoughts, consider training one of your existing staff, perhaps for a few hours of their week, towards a new role. There are various methods of training and development, and it is important to identify what the employee needs to support them in a relevant and appropriate way. For each training project
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION proposed, ask what is the specific issue/s that require training? What does the employee need to develop? How do they learn best? (Not everyone is suited to classroom learning, just as not everyone can deal with home study). Ask how the training and development will add value to the business and to the employee. Further, ask which issues take priority and which will make the biggest difference to the business. Step 14 If you're considering sending your employees on a course, think again. There is no follow up after the course on how useful it has been to the employee. There is often no way to ask questions or get feedback on how the course can apply practically, and employees may be left bewildered on how to apply their new-found knowledge, skills and experience. In-house, practical training is often preferable. Step 15 When the relevant method/s has been selected, complete a training and development plan. The outcome of the training should be revisited at each review meeting or on a more informal basis. Step 16 A further, formal and in-depth review should take place once a year. Before the appraisal meeting the employee and line manager will do some preparation. The annual job appraisal is far more rigorous and objective than the regular meetings, and time is allowed for questioning, selfassessment, advice and guidance.
Step 17 At the appraisal, the manager will want to give feedback on how the employee has performed over the year. This should be constructive and based on fact, rather than opinion. It should be communicated clearly, as it may affect bonuses or other forms of reward and recognition, and it will certainly impact the employee's motivation. Another important aspect of the meeting is to
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION find out what the employee wants or expects. Employers must be honest about whether opportunities exist. They should aim to support their employees if they decide to move out of the business to pursue their dreams. In some cases they return armed with new skills, knowledge and experience to take up a new role. Step 18 As for the regular job appraisals, at the end of the review, it is essential to summaries the conversation and share the typed-up notes between manager and employee. Step 19 Performance that is viewed as exceeding or outstanding should always be rewarded or recognized.
Step 20 Along these lines, it is a good idea to create a budget for the year to informally or formally reward and recognize employees. It is a great demonstration of their value and keeps them motivated and loyal to the business.
Best Practice Essentials
Set job goals for teams as well as for individuals, and review team performance as a
group.
Provide regular training for managers on how to conduct effective reviews and
appraisals with their employees.

The review and appraisal process must reflect the business culture and values. Communicate the reward and recognition and disciplinary policy and procedures in a
clear way and by as many means e.g. contracts, posters, employee handbook.
Create a reward and recognition

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WHY JOB SATISFACTION IS NECESSARY FOR THE ORGANIZATION AND HOW IT RELATED TO THE GRIEVANCE:
Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivitythe quantity and quality of output per hour workedseems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" (quoted in Brown, 1996, p. 123).
Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities
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Up-to-date technology Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997). Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings by Ting(1997) show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?
Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:
Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.
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Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.
Assuring Job Satisfaction
Assuring job satisfaction, over the long term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction
ATTRITION
Employee attrition is one of the critical problems which is faced by an HR manager during these days. In an ideal situation an employee consider multiple comfort level while working in a office for e.g. employer's goodwill in the market, remuneration, future growth, working condition, coworkers, current role's scope in the market & most important future stability with the organization. In a survey, approximate 70% of the working population in India is not happy at all due to one of the aspect (as mentioned aforesaid) which is not fulfilled while working in a organization which caused higher attrition rate.
In broad term, attrition is a situation which employer face when employee left the organization due to job dissatisfaction, new opportunity in the market, retirement & natural cause (death/illness). Now a day this is one of the most important questions which is asked by higher
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION authority to HR people."Why our attrition rate is higher than other company". Earlier it wasn't important for the organization, whether their employees are committed or not, but now the time has been changed. The company cannot afford to lose its best employee to competitors. Therefore, HR team conducts EXIT interview when an employee left the job to get the information about one's decision to leave an organization. It is a paramount consideration for a HR team to think, why people are vacating their positions. Still Human Resource team face the challenge due to wrong information provided during EXIT interview.
Reason for Leaving:-
The reason are various behind leaving an organization & any attempt to find one comprehensive explanation for this phenomenon would be futile. Though the rising attrition within industries is a well-discussed topic but very few HR executives have been able to pinpoint the 'exact' reason for this growing trend. A recent Hewitt 'Attrition & Retention' survey shows one of the top reasons for talent attrition to be "external inequity in compensation". They also show that 27% of the employees in their EXIT interview mentioned compensation as the primary reason. It comes no surprise to many that money is an important factor but what besides this, there are several factors that influence an employee's decision to leave. Those days are gone when salary was the sole motivator for an employee to leave an organization. According to a survey there are three main reasons that are followed by other common reason:
*
In equity in compensation
* Limited career opportunities * Role stagnation
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Common reasons experienced by HR manager are discussed here:

*
Mismatch of job profile.
* Job stress and work-life imbalances * Odd working hours/Early morning-night shifts * Job hopping * Lack of authority provided to accomplish ones task * Monotony of job The list can be endless but the reason why employees leave the organization is vary according to the nature of the business. The work should give to them the level of the employees and the nature of the responsibility he/she can handle. Therefore it's very challenging task for an HR expert to cope up with this situation and retain talent with an organization.
Associated cost with high Attrition:

Talent loss:
It includes the cost of lost knowledge, skills and contacts that the person who is leaving is taking with them out of your door.
*
Recruitment cost:
* The cost of advertisements; agency costs; employee referral costs; internet posting costs. * Calculate the cost of the manager who has to understand what work remains, and how to cover that work until a replacement is found.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION * cost of the various candidate pre-employment tests to help assess candidates' skills, abilities, aptitude, attitude, values and behaviors. Training cost:
*
It includes the cost of orientation in terms of the new person's salary and the cost of the It also consists of the training.
person who conducts the orientation.

*
* Calculate the cost of various training materials needed including company product manuals, computer or other technology equipment used in the delivery of the training. Motivational cost: * It refers to the cost arises because of motivating the other employees to retain them in the organization in terms of increasing their salary and time.
Lost Productivity Costs:
As the new employee is learning the new job, the company policies and practices, etc. they are not fully productive. Use the following guidelines to calculate the cost of this lost productivity.
*
AN OVERVIEW OF INDUSTRY IN GENERAL
The Indian real estate sector plays a significant role in the country's economy. The real estate sector is second only to agriculture in terms of employment generation and contributes heavily
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION towards the gross domestic product (GDP). Almost five per cent of the country's GDP is contributed to by the housing sector. In the next five years, this contribution to the GDP is expected to rise to 6 per cent. According to Jones Lang LaSalle, faster economic growth in Brazil, Russia, India and China (BRIC) could result in the property markets of those nations recovering at a faster rate than the UK and US real estate markets. It has also been suggested that India's property sector could begin to improve from late 2009 and may attract up to US$ 12.11 billion in real estate investment over a five-year period. Almost 80 per cent of real estate developed in India is residential space, the rest comprises of offices, shopping malls, hotels and hospitals. According to the Tenth Five Year Plan, there is a shortage of 22.4 million dwelling units. Thus, over the next 10 to 15 years, 80 to 90 million housing dwelling units will have to be constructed with a majority of them catering to middle- and lower-income groups.
Moreover, India leads the pack of top real estate investment markets in Asia for 2010, according to a study by PricewaterhouseCoopers (PwC) and Urban Land Institute, a global non-profit education and research institute. The report, which provides an outlook on Asia-Pacific real estate investment and development trends, points out that India, particularly Mumbai and Delhi, are good destinations. Residential properties are viewed as more promising than other sectors and Mumbai, Delhi and Bangalore top the pack in the hotel buy' prospects as well. The study is based on the opinions of over 270 international real estate professionals, including investors, developers, property company representatives, lenders, brokers and consultants.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Apart from the huge demand, India also scores on the construction front. A McKinsey report reveals that the average profit from construction in India is 18 per cent, which is double the profitability for a construction project undertaken in the US. The real estate sector is also likely to get a boost from Real Estate Mutual Funds (REMFs) and Real Estate Investment Trusts (REITs). In fact, according to a CRISIL paper, the REITs would have the potential to hold at least 5 per cent share of the total global real estate market by 2010, the size of which would reach US$ 1,400 billion in the next three years. The paper titled, Indian REITs; Are We Prepared', says that by 2010, REITs alone would hold a market size of US$ 70 billion of the total real estate market as its concept is gaining ground in countries like India and other developing nations. According to the Federation of Indian Chambers of Commerce and Industry (FICCI), the Indian real estate sector is likely to experience consolidation wherein bigger players may opt for outright buy of smaller firms or forge joint ventures or business alliances with them. Foreign direct investment (FDI) into India in the real estate sector for the fiscal year 2008-09 has been US$ 2.8 billion approximately, according to the latest data given by the Department of Policy and Promotion (DIPP).
Moreover, buoyed by positive market sentiment and demand revival in housing, four real estate companiesEmaar MGF Land, Lodha Developers, Sahara Prime City and Ambience Ltdare looking to mop-up over US$ 2.35 billion through public offerings.
Last Updated: February 2010

New Projects
Zuri Group Global is planning to invest about US$ 247.5 million towards setting up fivestar business hotels and luxury residential properties over the next three years. An investment of US$ 627.3 million will be made by industries in the Aerospace and
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Precision Engineering Special Economic Zone at Adibatla, Andhra Pradesh.
Unitech will invest US$ 853.42 million in construction of up to 30 million sq ft of residential and commercial spaces to be launched by next year. Real estate developer The 3C Company will develop an affordable housing project over 41 acres of land in Noida at an investment of US$ 519.93 million. A consortium consisting of the Essel Group and Delhi-based Bhushan Steel and Power will develop an amusement, theme and knowledge city over 250 acres at Kharghar in Navi Mumbai. The total value of the transaction is US$ 454.95 million making it, in absolute terms, one of the largest real estate transactions in India.
Tata Realty and Infrastructure Limited (TRIL) will develop a US$ 758.47 million IT Special Economic Zone (SEZ) in Chennai.
Government Initiatives
The government has introduced many progressive reform measures to unlock the potential of the sector and also meet increasing demand levels. The stimulus package announced by the government, coupled with the Reserve Bank of India's (RBI) move allowing banks to provide special treatment to the real estate sector, is likely to impact the Indian real estate sector in a positive way. RBI has decided to extend exceptional concessional treatment to the commercial real estate exposure which is restructured, up to June 30, 2009.

100 per cent FDI allowed in realty projects through the automatic route. In case of integrated townships, the minimum area to be developed has been brought down to 25 acres from 100 acres. Urban Land (Ceiling and Regulation) Act, 1976 (ULCRA) repealed by increasingly larger number of states. Minimum capital investment for wholly-owned subsidiaries and joint ventures stands at US$ 10 million and US$ 5 million, respectively. Full repatriation of original investment after three years. 51 per cent FDI allowed in single-brand retail outlets and 100 per cent in cash-and-carry
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION through the automatic route. The 2009-10 budgets has also given sops to the realty sector. Developers of affordable housing projects (units of 1,000-1,500 sq ft) have been granted a tax holiday on profits from projects initiated in the financial year 2007-08. Such projects would have to be completed before March 1, 2012. At the same time, the finance minister allocated US$ 207 million to grant a 1 per cent interest subsidy on home loans up to US$ 20,691, provided the cost of the home is not more than US$ 41,382. This subsidy is expected to give a further boost to the housing sector.
Road Ahead
According to the Confederation of Real Estate Developers' Associations of India (CREDAI), the affordable housing segment is set to play an important role in India's real estate sector in 2010 on the back of an uptick in demand. Moreover, 2010 is expected to be a positive year for the real estate sector. The revival is expected to be driven by infrastructure growth, which, in turn, can accelerate real estate activities both in the residential as well as commercial spaces.
CHAPTER-2 RESEARCH DESIGN

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RESEARCH DESIGN
INTRODUC TION
Grievances refer to dissatisfaction, distress or suffering caused unnecessarily or illegally. The issue may be related with employment or services condition or firm condition. The purpose of the dissertation is to find out the grievance and try to know the symptom of the grievance. Whether it is real or imaginary. Therefore, management should be concerned with both complaints and grievance, because both may be important indicators of potential problems within the workforce.
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RESEARCH OBJECTIVE
-to know about the dissatisfaction among the employees and workers
-to reduce the employee turnover -to reduce the production cost -to remove the misunderstanding between management and worker which caused imaginary grievances -to know about the strategic change in the industries regarding wage and salary for same kind of job.
HYPOTHESIS
A hypothesis consists either of a suggested explanation for an observable phenomenon or of a reasoned proposal predicting a possible causal correlation among multiple phenomena. Any useful hypothesis will enable predictions by reasoning (including deductive reasoning). It might predict the outcome of an experiment in a laboratory setting or the observation of a phenomenon in nature. The prediction may also invoke statistics and only talk about probabilities. We perform a test in which we compute some statistic; if the statistic falls within some region, called the region of acceptance, we accept Ho Otherwise we reject Ho and accept H1
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION For my research study I have formulated
H0 Ha
: Employee Grievances have an impact on job satisfaction, performance and attrition. : Employee Grievances doesnt impact on job satisfaction, performance and attrition.
Research Methodology
The methodology used is Quantitative research. A questionnaire is formed and analysis is formed. The questions are close ended and explaining order. They are based on the companys wage, salary, transfer and other policies which create the real grievance among the employee.
SAMPLE DETAILS:
Sampling Technique:
I have chosen Random Sampling design for my Research topic Random Sampling from a finite population refers to that method of Sample selection which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in those samples.
Sample Size:
A sample size of 50 employees of all ages and demographic segments are considered in order to arrive at final conclusion. Random sampling is done on the basis of staff level management.
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Data Collection
The data has been collected through Secondary resources. The source of Secondary data in this research is Questionnaires, Company website and books on Grievance Management. Nevertheless, a complex literature review has been conducted to learn more about selection and training of management. So some of the most common models and frameworks that explain selection and training of management were chosen. Furthermore, it was necessary to read about old models and frameworks since they often lay as the ground to the more modern theories.
PLAN OF ANALYSIS:
Interpreting the data collected and presenting in percentages. Usage of graphs and charts. Defining the impact of grievance on performance, satisfaction and attrition.
RESEARCH LIMITATIONS:-
Limited scope in terms of area Time constraint

Employees hesitate to provide information regarding wage and salary and also about skills
and knowledge. The analysis is generalized.
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CHAPTER-3
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COMPANY PROFILE
PROFILE OF THE COMPANY

Company Background Name Construction & Contracting Collaborative Country Name Joint Sector Name Year of Incorporation Year of Commercial Production BL Kashyap & Sons Industry Civil House Name Not Applicable N.A N.A 1989 N.A.
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Regd. Office Address ''B-1 Extension/ E-23, Mohan Co-operative Industrial Estate, District- New Delhi State- Delhi Pin Code 110044 Tel. No. 011-40500300 Fax No. 011-40500333 Email: info@blkashyap.com Internet: http://www.blkashyap.com Auditors Sood Brij & Associates Company Status N.A
Registrars Name Link Intime India Pvt. Ltd.
ORGANIZATION STRUCTURE
Chairman
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Quality Control Dept
HR Dept.
Finance Dept.
MRP Dept.
Name Vinod Kashyap
Designation Chairman / Chair Person Joint Managing Director
Vikram Kashyap Director H N Nanani Managing Director Vineet Kashyap Designation

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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Name Managing Director Vineet Kashyap Director C K Mahajan Addnl. & Ind.Director P S Shenoy
HISTORY
Founded in 1978 as a partnership firm, BLK owes its success to B L Kashyap, a veteran construction professional. It was his vision to create an organization that would be admired and sought out for its professionalism and quality of work. This inspiration is still alive in our work ethic and forms the foundation of our success.
Incorporated as a limited company in 1989, BLK is now promoted by his sons Vinod Kashyap, Vineet Kashyap and Vikram Kashyap, and managed by a team of management and industry professionals. Today, BLK is one of India's most respected constructions and infrastructure development companies with a pan India presence. Our service portfolio extends across the construction of
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION factories and manufacturing facilities, IT campuses, commercial & residential complexes, malls and hotels. Behind BLK's ability to offer world-class construction solutions is modern infrastructure across our offices and works establishments in North, South and Western India. At the heart of our success is the perfect blend of man and machine, working in unison and to a precise plan, to create world-class constructions and infrastructure. Continuing investments in machinery and equipment backed by consistent repairs and maintenance allows BLK to provide customers with world-class constructions at any location. Maintenance allows BLK to provide customers with world-class constructions at any location.
PROJECT MANAGEMENT
BLK's success and reputation of excellence is a direct result of our superior project management systems. This ensures perfect synchronization of manpower, equipment, construction schedules,
Materials sourcing and availability. The result is optimal utilization of men, machines, finances and resources to deliver quality constructions on time and to defined costs. BLK seamlessly manages a combination of in-house teams, partnered resources and outsourced services, ensuring smooth implementation of projects irrespective of size, complexity or deadline. Materials are sourced or procured directly from manufactures, their agents or from reputed sources, quality checked, warehoused at our godowns or delivered to construction sites as required.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Dedicated site teams engaged in primary construction activities are supported by back-end teams to ensure timely implementation of the project and quality of the highest standards. All linked together by efficient communications and Information Technology. OPERATIONS BLK's operations currently extend over North, South and Western India and are coordinated through our corporate office at New Delhi and regional office at Bangalore. Headed by an independent Regional Director, each office is a 'center of construction excellence'. QUALITY Quality is a key driver at BLK and at the heart of our working. A systems approach to construction management perfected over 25 years, the use of modern equipment, teams of highly skilled and experienced workmen, superior materials, quality tools and constant supervision throughout ensures superior and consistent quality in all BLK projects. Senior site supervisors for all processes, elaborate documentation and reporting, in-organization quality audits, scheduled management visits and periodic reviews ensure quality workmanship,
Finishing, detailing and on-time completion of projects. The glowing tributes of our clients, their repeat business and the expanding reach of our safety SAFETY At BLK, safety is a primary ingredient of our work ethic. We believe that every accident is preventable, and we embed this philosophy into every project we execute through a combination of technical field procedures and ongoing training programs. Our safety and health approach includes safety systems, on and off site training and a behaviorbased safety program. Our commitment to zero accidents extends to every aspect of a project,
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION from planning to completion, and from the boardroom to the manpower on site. Every employee has stop-work authority - if it's not safe, don't do it.
We also work closely with our subcontractors and construction partners to enable them to adopt and mirror our commitment to safety and health. The result is exceptional safety performance, even in hazardous work environments across locations. Our dedication to safety helps keep workers safe, and our customers happy. Operations are a testament to our quality and our commitment to customer satisfaction.
ENVIRONMENT
BLK is committed to environmental excellence and to harmonizing development with the environment. We understand that each of our projects - whether a manufacturing plant, a software facility, a corporate office, a housing complex, heritage hotel or an infrastructure development project, can affect people, animals, plants and the land. Our goal is always to protect the environment during a project, and to build in safeguards that will keep protecting it long after the project is complete.
As part of our environmental policy, we: Communicate and instill an organizational commitment to environmental excellence in all our activities. Protect the environment by designing, constructing, and operating minimize adverse environmental impact. Provide technical and economic information and advice to our construction methods that prevent or implement solutions.
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projects that avoid or
customers on engineering and customers to find and
minimize pollution.
Identify potential environmental issues early and work with
EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Assist customers in the process; of complying with environmental regulations.
SERVICES GIVEN BY BL KASHYAP WITH A VIEW OF:

INDUSTRIAL BLK undertakes turnkey construction of industrial facilities. From automotive plants to biotechnology plants, from food production facilities to newspaper printing facilities and more, BLK has done it all. We understand that time is money and have been known to complete the most demanding projects on or before time, to exacting standards.
RESIDENTIAL
With the growing demand for quality housing across the country, the development of residential complexes and high rise apartment blocks has emerged as an industry in itself, calling for specialized skills and ability to deliver at shorter time frames. BLK has emerged as a leading name in the segment, and has to its credit many of the landmarks around the country.
From budget apartments to the super-premium category, BLK has delivered outstanding residential spaces on time and to defined costs for some of India's most discerning builders. IT CAMPUSES
BLK has constructed some of the finest IT campuses that dot the Indian landscape for leading Indian and Fortune 500 companies. Built to exacting specifications and standards, these campuses have been widely acclaimed and have established BLK as the preferred contractor for discerning companies.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION COMMERCIAL
BLK has to its credit the construction of corporate offices of Major Indian and foreign MNCs. With a clear agenda of excellence in every detail, these offices have become landmarks in every city of their location, fusing design with execution and cost with quality. HOTELS The most respected names in the hospitality industry turn to BLK when they need construction par excellence. From luxury seaside resorts to super luxury urban hotels, BLK has delivered to exacting briefs, transforming design into hotels that are the pride of their owners.
SCHOOLS & COLLEGES BLK has the unique distinction of having built infrastructure for many of North India's leading institutions. We understand the unique needs and systems of educational institutions and leverage our expertise of working with industry to create world class spaces.
RETAIL/MALLS/MULTIPLEXES The country's thirst for leisure spaces has increased manifold in the recent past. The demand for world-class shopping and entertainment spaces is on the rise in both metros and Tier II cities. BLK is currently in the process of executing some of the biggest malls in North India. HOSPITALS
The healthcare industry sets very stringent criteria when it comes to construction. With function as the top priority, followed by ergonomics and aesthetics, we know what it takes to build world
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION class healthcare facilities, having successfully constructed some of the country's most reputed super-specialty hospitals and healthcare centers.
INDUSTRIAL Biocon research & manufacturing facility, Bangalore Britannia biscuit plant, Rudrapur, Uttaranchal Carraro India Ltd factory & office complex, Pune Escorts/Goetze India Ltd factory & office complexes, Patiala & Hindustan Times press building, Greater Noida Maruti Udyog Ltd, Manesar - Gurgaon Metro Cash & Carry, Bangalore Rajasthan Spinning & Weaving Mills, Banswara Smithkline Beecham Consumer Healthcare Ltd malted foods plant, Suzuki two-wheeler plant for Integra Overseas Private Ltd, Gurgaon Yamaha Motor India Ltd factory & office complex, Surajpur Hero Honda two wheeler Plant at Haridwar, UP Toyota Kirloskar Motor, Car Manufacturing Plant at Bidadi, Bangalore Sonepat Bangalore
COMPETITORS OF THE COMPANY
DLF:
DLF's chief business is to develop housing, marketable and retail properties. Currently it has undertaken the development of 70 million sq ft of housing projects which it intends to finish in the next three years. DLF has joined hands with Delhi Development Authority to develop townships in Amritsar, Pune, Gurgaon, Mumbai, Chennai and Goa. DLF has been the construction company behind different malls in Hyderabad, Delhi, Bangalore, Mumbai, Amritsar,
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Ludhiana, Kochi and Chennai. The company is also developing 50-75 hotels along with Hilton Hotels and infrastructure and SEZ in India in collaboration with Laing O'Rourke (UK).
TATA PROJECTS
Tata Projects registered an annual turnover of Rs 2,300 crore on July 1, 2007. With more than 1,500 professionals the company has emerged as one of the chief player in EPC projects. Over the last four years, it has attained a CAGR of 50 per cent which quadrupled its annual turnover of 2006-07. Tata Projects functions in concentrated divisions like broadcast and distribution, steel, power production, oil, gas and hydrocarbons and industrial infrastructure through its five strategic business units (SBU)
GAMMON INDIA
With an annual turnover of more than Rs 7,010 crore, Gammon India is famously known as 'Builders to the Nation'. It is the one and only construction firm in India to get an ISO 9001 authorization for its operational sectors in civil engineering and has successfully carried out diverse civil engineering operations some of which include constructing one of the longest river bridge in Asia at Patna across the Ganges and the longest bridge in India across river Jadukata.
HINDUSTAN CONSTRUCTION COMPANY:
The Company has a reputation of performing large-scale infrastructure projects besides developing hi-tech construction equipments. It has carried out a number of challenging and expensive projects in sectors like oil and gas pipeline, power, urban infrastructure, transportation, irrigation and water supply, etc. HCC has also acquired projects in countries like Iraq, Tanzania, Saudi Arabia, Bhutan and Sri Lanka. It was the first Indian firm to execute and sustain an integrated quality administration structure and has an annual turnover of more than Rs 2,394.50 crore.
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SOBHA DEVELOPERS LTD
With an annual turnover of Rs 1,189 crore, Sobha Developers Ltd was initiated by the now chairman PNC Menon in the year 1995. On June 30, 2007, the company has 3,706 skilled professionals working for it. At present it owns Rs 3,500-acre land in eight Indian cities namely Coimbatore, Bangalore, Mysore, Chennai, Thrissur, Kochi, Pune and Hosur. The company's clientele include some of the top players in IT, hotel and construction sector such as Hewlett Packard, Mico, Infosys, Ramaraju Developers, Dell, Timken, etc.
SHAPOORJI PALLONJI & CO
The Company has more than 3,500 professionals working for it and is largely driven by its loyalty to consumer satisfaction. Some of the major projects undertaken by Shapoorji Pallonji & Co are World Trade Centre, Mumbai; TELCO industrial complex, Pune; Bhabha Atomic Research Centre, Kalpakkam; HSBC Bank, Mumbai; Hotel Taj Intercontinental, Mumbai; Bank of India, Mumbai; Indira Gandhi International Airport, New Delhi, etc. the company has created magnum opus of construction and has been a consistent executer of challenging projects.
UNITECH
Recently Ramesh Chandra, Unitech's Chairman has declared the investment of $ 720 million by his company in the coming four years to develop 28 hotels along with Marriott International. Its chief activities include construction, expansion of real-estate, consultancy in associated sectors, hotels, electrical broadcast and information technology.
NAGARJUNA CONSTRUCTION COMPANY
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION The Company has a track record of more than 28 years and is structured in nine business categories including housing, water and environment, irrigation, transportation, oil and gas, electrical, metals, real estate and power. It has an annual turnover of Rs 7,300 crore and plays an active role in developing BOT road projects, seaports, BOOT hydropower projects, etc.
PUNJ LLOYD
Crowned as 'all-terrain specialists', Punj Lloyd is one of the biggest Indian engineering construction firms. The company performs its operations in Asia Pacific, China, Middle East, Europe, Africa, South Asia and Caspian. It provides services ranging from engineering to project administration, innovative designs to construction, to eminent clients like Petroleum Development Oman, British Petroleum, Pertamina, Shell, ADNOC, Cairn Energy, etc.
BALANCE SHEET OF BL KASHYAP & SONS
Mar06 12 mths Source of fund Total share capital Equity share capital Share Application Money Preference share capital Reserves 10.27 10.27 0.00 0.00 283.92
Mar07 12mths
Mar08 12mths
Mar09 12mths
10.27 10.27 0.00 0.00 185.23

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10.27 10.27 0.00 0.00 390.98
10.27 10.27 0.00 0.00 466.61
EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Revaluation Reserves Net worth Secured Loan Unsecured loan Total debt Total Liabilities 0.00 244.19 19.47 000 19.47 263.66 0.00 295.50 93.18 000 93.18 388.68 0.00 401.25 107.74 10.00 117.74 518.99 0.00 476.88 124.38 140.00 264.38 741.26
12mths Application of Fund Gross Block Less:Accum Dep_ Net Block 55.71 12.95 42.76
12mths
12mths
12mths
92.10 22.14 69.96
164.05 37.65 126.40
172.51 56.04 116.47
Capital work in progress Investment Inventories Cash & Bank balance Total current Assets Loan & Advance Fixed deposit Total CA,Loan & Adv. Deferred credit Current liabilities Provision
00.0 140.50 57.57 15.28 161.10 43.61 24.35 229.06 00.0 127.83 27.18
0.00 145.42 115.82 12.05 325.82 112.83 26.46 465.11 0.00 245.75 50.78
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0.00 67.29 258.80 18.76 576.65 223.47 38.95 839.07 0.00 395.69 121.24
0.00 14.24 230.68 8.54 676.54 326.08 9.07 1011.74 0.00 358.05 44.71
EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Total CL & Provision Miscellaneous expenses Total Assets Contingent liabilities Book Value(Rs) 155.01 6.36 263.67 25.00 273.73 296.53 4.73 388.69 75.50 287.67 516.93 3.16 518.49 104.85 195.31 402.76 1.58 741.27 83.65 232.13
CHAPTER-4
ANALYSIS AND INTERPRETATION OF DATA
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DATA INTERPRETATION
1. Number of people satisfied regarding the job
Poor 12
Moderate 40
Good 38
Excellent 10
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Inference:
Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. But from the above chart we see a certain degree of dissatisfaction regarding the job is affecting the employee. The percentage is only 12% but we cant ignore it because satisfaction regarding the job is very necessary .38% of employee are moderately satisfied with the job and 40% of employees satisfaction is high . 10% of employee are completely satisfied with the job. So over all we can say that the employee satisfaction regarding job is up to the marks. And it is good for the company.
2. Number of employee able to take stress of workload given by the organization
Poor 15
Moderate 15
Good 50
Excellent 20
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Inference:
Work load is one of the major sensitive issues which directly affect decision of the project manager and HR manager. It always affects the rate of work. From the chart we can see that only 15% of employee are unable to face the workload and 85% of employee are able to face the workload in which 50% employee feel that work load which is given by the project manager is tolerable which is good for the company and the project manager too.
3. Perception regarding co-worker cooperation and their performance at work
Poor 10
Moderate 18
Good 42
Excellent 30
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Inference
Perception regarding the co-worker and performance at the work place is very important issue for team work. As we know that the all work is perform in the construction company in team. So perception regarding the co-worker should be good. These chart shows that there is something not good in the organization i.e. 30% of employees dont believe on colleague and superior. But here 60% of employee believes on their co-worker but the percentage must be higher than the present situation.
3. Number of employee satisfied with the current remuneration
Poor 47
Moderate 28
Good 14
Excellent 11
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Inference: From the chart, we can easily know that about half of the employees are not satisfied with the current remuneration policy of the company. I think that the current recession may have impact on the remuneration policy of the company which may be improved in future. But present situation say that 47% of employees are not satisfied and 28% of employees are moderately satisfied. Only 25% of employee is satisfied with current remuneration
5. Perception of employee regarding the benefits given by the organization
Poor 29
Moderate 36
Good 21
Excellent 14
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Inference:
Benefit i.e. Monetary and Non monetary benefit which is given to the employee by the employer to motivate the employee at work place to perform well. Employees are also not satisfied with the current benefit which is given to the employees by employer. 29% employees are completely not satisfied with it and 36% of employees are moderately satisfied with it. So we can say that the grievances are existed in the worker regarding the monetary benefit. 35% employees are satisfied with the companys policy.
6.Career advancement and promotion process in the organization
Poor 16
Moderate 14
Good 48 Page 55 of 75
Excellent 22
Inference
There should have strong career advancement and promotion process in the organization which motivates the employees to work with their potential. A strong promotion process helps company to increase production and reduce cost. In this chart we see that 84% employees are satisfied with the promotion policy of the company. In which 14% are moderately 48% employees are satisfied with the promotion policy of the company and 22% employee have completely believe on the promotion policy of the company.
7. Supervisors behavior with the employees at the work place
Poor
Moderate
Good Page 56 of 75
Excellent

08 48 20 24
Inference:
Supervisors good and healthy behavior is very much necessary at work place. It is one of the important factors which directly impact on the worker mind. If supervisor behave in well manner, it motivate the employee and courage them to perform with full potential but if behavior is not healthy, it reduce the production cost and also increase the employee turnover. But here we see that only 8% employee are not satisfied with supervisors behavior and 92% say to satisfied with it. 44% employees are satisfied with supervisors behavior at highest level and 48% are moderately satisfied but they are satisfied .It is good for the company.
8. Process to promoting the people at supervisory position is:
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Poor 22 Moderate 36 Good 44 Excellent 18
Inference:
Promotion process is very important aspect for the HR manager. If the company follows the healthy promotion process, it helps the organization to attract the potential employee in the company. The chart says that more than 80% employees are satisfied with the promotion policy of the company in which 48% employees are completely satisfied with it.37% employees are moderately satisfied but satisfied with it. It is good for the company as well as the potential employee.
9. Level of team work and group work participation in the organization:
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Poor 6
Moderate 22
Good 34
Excellent 38
Inference:
Now a day each and every department focused on the group and team work. It is become also important for the construction company to work as a team because it is the requirement of the job. From this chart it is clear that the workers participation in the team as a whole is excellent.38% employees believe that the working as a team is high and 34 % think it is good .Only 6% employees are not agree to the excellent team work of the company.
10. Amount of guidelines and instruction given to the workers by supervisors
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Inference:
It is necessary for the organization to provide sufficient instruction and guidelines to the worker at right time to complete the work under the given schedule. If organization doesnt provide right and sufficient guidelines , worker and supervisor doesnt have ideas about the goal .In this chart ,we see that management provide the sufficient instruction to the subordinate.46% employees are agree to it and 20% employees have believe that company provide all kinds of instruction and guidelines. Only less than 10% have doubt on it.
11. Communication at the work place
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Inference:
Communication on work place is very much necessary. Communication may be one way or two ways. It may be upward and downward. But it is better for the company to follow the two ways communication process. It is clear from the chart it is clear the higher number of employees i.e.84% believe that a healthy communication in the organization. Only 16% employees have no believe that communication process is not good enough in the organization.
12 . Level of efficiency and productivity
Poor
Moderate
Good Page 61 of 75
Excellent

12 26 46 16
Inference:
Level of efficiency and productivity show the potential capacity of the employee in the organization. If the efficiency and productivity is high, no doubt the employees who are working in the organization are potential employees. From the chart 46% employees say that the efficiency and productivity of the company is good and 16% employees believe that it is excellent. 26% employees say it is moderately good and 12% have believed that it is poor. But overall we can say that the productivity and efficiency of the company is very good.
13. Working condition in the organization Poor 18 Moderate 38 Good 32 Page 62 of 75 Excellent 12
Source: Field Investigation
Inference:
Healthy working condition is not only the important for organization but also the obligation for the company to provide the good working condition to the worker at work place. It makes comfortable to the worker at work place and helpful to reduce the work stress. Most of the employees are satisfied with the condition of work at work place. Only 18% employees think that it is not good enough but on the other hand 12% feel it is excellent.32% employees say it is good enough and 38% believe that it is moderately good. But overall we can say that after all it is good working condition at work place.
14. Management gives the sufficient number of leave at right time
Poor 34
Moderate 34
Good 22 Page 63 of 75
Excellent 10
Inference:
From the above chart it may be seen that the people dont get sufficient number of leave at the required time. We can see that 34% employees are not satisfied with the leave policy of the company and even 34% of employees moderately accept that they are satisfied. Only 10% workers are completely satisfied with the companys leave policy. It is very important for the management to understand the requirement of the employee and take decision rationally. Because if the employee will face any kind of problem due to lack of leave, it may create grievances among the employees.
15. PF facilities are given by the company?
Yes 6
No 88 Page 64 of 75
Neutral 6
Inference:
PF i.e. Provident Fund is one of the important benefit which is given by the employer to their employee. It also gives the financial security to the worker from future uncertainty. It is obligatory for the company to provide PF facilities to the employees who have completed their term of five years. If company doesnt provide PF facilities, Company may be punished by PF Act. From above chart, we can say that lots of workers are completely dissatisfied with the PF policy of the company. It is not good for the company for future. It may encourage employee to look for better option in future. Only 6% worker say that they are getting PF facilities and 94% is not getting these facilities. It is not good for company.
16. Does working period impact on the family life? Yes 12 No 66 Page 65 of 75 Neutral 22
Inference:
Probably it is seen the organization that the working period overlap the family life. When it happens occasionally it doesnt impact badly but when it become the routine of the life then it not only impact the employees performance but also influence the working environment of the organization. In the chart we see that 66% employees have replied that they have no influence of working period on family life. And it the best thing for the organization.22% employees is not bother about this. Only 12% employees said that the working period overlap the family life. But overall it would be told well for the company.
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CHAPTER-5 FINDING, CONCLUSION AND RECOMMENDATION
Overview of the Dissertation
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Each and every organization follows the different process to maintain the harmonious working environment in the organization. In spite of this, it is seen that the grievance do come out. To maintain the uniformity in the organization it is necessary to find out the grievance and try to resolve the problem.
Through this Dissertation, I have tried to identify the grievance in a construction company named BL KASHYAP. This is such kinds of company where there has a lot of possibility to emerge the grievances. Because the company interact with many kinds of client such as contractor, labor supplier, raw material supplier and so on. So the greater the number of client, the higher the possibility of grievance. To know the broader ideas of this Dissertation it is necessary to know what is grievance. What is the reason of it?
Grievance means any type of dissatisfaction or discontentments arising out of factors related to an employees job which he thinks are unfair. A grievance arises when an employee feels that something has happened or is happening to him who he thinks is unfair, unjust or inequitable. In an organization, a grievance may arise due to several factors such as: Violation of managements responsibility such as poor working conditions Violation of companys rules and regulations Violation of labor laws Violation of natural rules of justice such as unfair treatment in promotion, etc.
The main objective of this project to find out the grievance of the company because grievances impact on the employees performance, productivity of the company, reduce the profitability of the company and create the attrition between employee and employer.
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION In this dissertation, first I have tried to make clear about the grievance and how does it related to the performance of the employees. The grievance sometimes negatively effect on the employees satisfaction regarding the job and it leads to high turnover in any organization. It also caused for the emergence of the attrition such as strike, lock out, gherao and so on.
In second chapter I have mentioned about the significance of the dissertation, objective of the dissertation and technique and tools which is used to explain the problem. Entire third chapter I have mentioned about the company profile. It is important policy of the company and so on. In chapter four I have analyzed the whole data whatever I gathered from the respondents and also used secondary data. In this part I have used the pie chart and bar chart to analyze the data and inferred the chart as per the findings. because
sometime the problem is related to the companys structure, nature of business, service, and
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FINDINGS
The main purpose of the dissertation is to find out the problem of the company. In this project tried to fulfill the objective of the study. The main objective of this dissertation has been mention below:
1. To know about the dissatisfaction among the employees and workers

2. To reduce the employee turnover 3. To reduce the production cost 4. To remove the misunderstanding between management and worker which caused imaginary grievances. 5. To know about the strategic change in the industries regarding wage and salary for same kind of job. The main objective of this project is to know about the dissatisfaction between the employee and the worker. By the respondent information I found that the certain degree of grievances is existed among the employees. There are many issues I have founded in my research which are really critical and in some areas company is doing extremely well. In the research I founded that some grievances is imaginary and some issue is real, some issues was legal and some was illegal too. From the question four i.e. satisfaction regarding the current remuneration, respondents answer is in 47%, 28%, 14% and 11% as per poor, moderately, good and excellent. I think that the percentage of poor and moderate respondent is too much high and it cant be real. I think that the employees make comparison from another companys remuneration policy. And as per that they responded. So it is in higher percentage. The another areas is promotion policy of the organization in which respondent gave the negative respond approx 50% (poor + moderate).
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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION Employee turnover is the main problem of the company. If the turnover is high, the company gets loss because at the early stage, company gives training to their employee. It is regarded that if an employee take training in the organization and work there less than three or four year, company get loss. So employee turnover is the main problem for the company, if employee works less than three or four year. From my research I founded that the employee turnover is a little bit higher in the organization.
In 2007-08 8% .
In 2008-09 12%
From the above chart .it is clear that the employee turnover has increased in last two year. Earlier it was only approx 8% which is regarded as good because it is not easy for each employee to survive in the condition and one who cant adopt the situation they change the organization. But more than 10% of employee turnover is really the matter of thinking on this issue. Because it is not only the matter of ability of adoptability of the company but also the policy of the company. It may also be the cause of the recession of last year in which most of the company cut off a certain percentage of the employee. If it happened according to the strategic plane of the company then no problem but if it happened due to the wrong policy of
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the company, then company should take prompt action against it and try to evaluate the policy of the company. Grievance not only increases the employee turnover but also responsible for the increase of production cost. Sometimes it is seen that the project is so late that project lost their importance in the market. In the research I founded that some of project has become overtime and some of project is not running according to the scheduled. If project is overrun, company have to pay the extra salary to the employee and for the time being the cost of the project is gone down .In this way company suffer the loss in two way. So it is better for the company to maintain the schedule of the project. It may be happening to remove the grievance of employee. Grievance is not always the true. It is seen that most of the time the grievance is imaginary. Worker doesnt understand the real situation of the company and start to demand unfulfilled bonus, remuneration and other benefit. They work in the small company but they make comparison of the facilities with giant company and in this way grievance emerges. So the company should try to identify the actual problem of the employee and try to overcome on it. It may be happening only in that situation when the company follows the proper grievance procedure. The other way to remove the grievance is to communicate with the worker. From the respondent answer we see that worker say that the communication between worker and supervisor is very poor. Other thing is the working condition at the work place. It is one of the important factor which encourage people to join the company and to leave the company. From the received data, we can say that the company will have to improve a lot regarding the working condition so that it can attract the potential employer.
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SUGGESTION
From the analyze of the data, It is clear that the employees are not satisfied with the
current remuneration policy. So company should pay attention on it so that the grievances can be removed.
In Construction Company most of the people look for basic needs. They want monetary
benefit. They do not believe on non monetary benefit. So company should give monetary benefit to employees as much as it is possible.
It is necessary for the company to monitor the transfer and promotion policy time to time.
It not only attract the potential employee but also help the retain the existing employee in the organization. From research this things come out that many of employees are not satisfied with the promotion policy of the company. So company should make a universal promotion policy of the company which should be based on the skill and knowledge not on the biasness.
The working condition on the work place should be healthy. Company should provide sufficient amount of basic need at work place. It is not only necessary for removing the stress of workload but also mandatory for the company.
From the research it has founded that the management doesnt give the sufficient number
of leave to the employee at required time. It is the main reason for grievances in many organizations. So I suggest the authorized person to provide leave to the worker as per requirement.
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In the organization all most all worker was dissatisfied with the PF policy of the company.
In research it has founded that only 6% employees are getting PF benefit in the company and rest is not getting benefit. Even they have completed sufficient spam of working period. It is rule under PF Act. That if any person completed the term of five year in the organization they are liable to get this benefit. But they are not getting that benefit .So it necessary for the company to provide the PF facilities to the employee those who are eligible for it. It is not only helping the company to remove the grievance from the employee but also save the authorized people from punishment under the PF Act.
Company should follow the open door policy for settlement of grievances. In this process any employee can go the higher authority to solve any kind of problem at any time and concerned people try to overcome the problem as much possible as it is.
Company should use the suggestion box on the work place. It is seen in the organization that the employees dont come out with the problem. Especially in present scenario when recession is going on. Because they dont want to lose their job. And problem became more and more dangerous inside the worker. But if company use suggestion box, it become a little bit easier because employees can deliver their problem to the higher authority in easier way.
In the construction company, job is transferable and within two to three years project is completed and employee have to transfer one place to other. Due to this employees have to face extra expenditure on settlement of family and other things. So company should give the transfer allowance to the employee .Because it has seen that it also create the grievance among the employees.
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CONCLUSION
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Shwetank 08YACM60104

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EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

GAIN MORE KNOWLEDGE REACH GREATER HEIGHTS

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Presidency College Kempapura, Hebbal Bangalore 560024

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Presidency college, Bangalore-560024

Presidency college, Bangalore-560024

Various sources of grievance may be categorized under three heads:

Grievance resulting from management policies includes:

Grievance resulting from working conditions include:

Poor safety and bad physical conditions

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Unavailability of tools and proper machinery

Negative approach to discipline

Grievance resulting from inter-personal factors include

Poor relationships with team members

Autocratic leadership style of superiors

Poor relations with seniors

Conflicts with peers and colleagues

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Open door policy:

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Step ladder policy:

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

RELATION BETWEEN EMPLOYEE GRIEVANCE AND JOB PERFORMANCE

Presidency college, Bangalore-560024

Each of employees experiences the four critical stages of performance.

Presidency college, Bangalore-560024

The tools for job appraisals

Presidency college, Bangalore-560024

Presidency college, Bangalore-560024

Presidency college, Bangalore-560024

Presidency college, Bangalore-560024

Presidency college, Bangalore-560024

Best Practice Essentials

appraisals with their employees.

Create a reward and recognition

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Importance to Worker and Organization

Presidency college, Bangalore-560024

Creating Job Satisfaction

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Up-to-date technology Competitive salary and opportunities for promotion

Presidency college, Bangalore-560024

Workers' Roles in Job Satisfaction

Presidency college, Bangalore-560024

EMPLOYEE GRIEVENCES IMPACT ON PERFORMANCE, JOB SATISFACTION & ATTRITION

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

Assuring Job Satisfaction

Presidency college, Bangalore-560024

Reason for Leaving:-

* Limited career opportunities * Role stagnation

Presidency college, Bangalore-560024