Final Report on Grievance

7/28/2019 Final Report on Grievance

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TO STUDY THE GRIEVANCE HANDLING PROCEDURE

USED IN VARIOUS PRIVATE BANKS IN JALANDHAR

Submitted To:

CT Institute of Advance Management Studies, Jalandhar.

In partial fullfilment of the Masters of Business Administration (MBA)

Project Guide: Submitted By:

AARTI MEHTA GAGANDEEP KAUR

(Assistant professor ) (MBA SEM-4)

1173146

(Session 2011- 2013)

CT Institute of information technology and management Jalandhar


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CERTIFICATE

This is to certify that the project final project entitled A Study the grievance handling

procedure used in various banks in Jalandhar submitted by GAGANDEEP KAUR is a

bonafide piece of work conducted under my supervision and guidance. No part of this work has

been submitted for any other degree of any other university. The data sources have been dulyacknowledged. It may be considered for evaluation in partial fulfillment of the requirement for

the award of degree of Master of Business Administration.

Date: AARTI MEHTA

ASSISTANT PROFESSOR

CTIMIT


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PREFACE

As MBA course require equal attention towards practical as well as theoretical aspects of

business, various problems are to dealt with in that course. Thats why research program arethere to give deep as well as thorough knowledge of subject and problems which are practical

whenever one entered in the profession.

Research programs are included in the curriculum of various management courses. So as to

provide students with practical knowledge and exposure of practical life.

The project entitled TO STUDY THE GRIEVANCE HANDLING PROCEDURE USED

IN VARIOUS PRIVATE BANKS(HDFC,ICICI,CITI,AXIS) IN JALANDHAR. The

research clears the importance of separate HR department. To study the importance of HR

department, the first task was to know about the role being played by HR department in an

organizations growth. Then we have to set criteria, on the basis of which the research has been

done, analyzed , evaluated and then presented.

The main purpose of this study is to get an overview of the grievance handling procedure in

private sector.


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ACKNOWLEDGEMENT

The accomplishment of this project was not being possible individually without the

encouragement, assistance and valuable support from various sources. Thus our wholehearted

thanks to Almighty. Knowledge and Co-operation are essential for success in any project field.

My heartfelt gratitude to Dr.P.P SINGH, HOD Sir Mr.HARISH MEHTA , CT Institute of

Management, Jalandhar who has given us the opportunity to emerge as professionals in the fieldof management

I owe a great debt of gratitude to Mrs. Aarti Mehta , Lect. In C.T Institute of information and

technology Management studies, who has supervised me in his project. She guided me to bring

the project to its completion.

In the end I would like to thank my parents who helped me directly or indirectly in the

completion of this project and the respondents who gave their time to fill the questionnaires to

complete the study.


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DATE: GAGANDEEP KAUR

TABLE OF CONTENTS

S.NO CHAPTER PAGE NO.

1. CRETIFICATE 2

2. PREFACE 3

3. ACKNOWLEDGEMENT 4

4. INTRODUCTION OF PRIVATE BANKS 8-11

5. INTRODUCTION OF PROJECT TOPIC 12-37

6. RESEARCH METHODLOGY 39-41

7. OBJECTIVES OF THE STUDY 42

8. DATA ANALYSIS AND INTERPRETATION 44-54

9. FINDINGS 56

10. SUGGUESTIONS 57

11. LIMITIONS 58

12. CONLUSION 59

13. BIOLOGRAPHY 61

14. OUESTIONNAIRE 62-64


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INDEX OF TABLES AND FIGURES

TABLE

NO.

PARTICULARS PAGE

NO.

1.Are you aware of the weekly/monthly meetings of the various

committees which are being held? 45

2. Does your higher authority listen when your grievance is

presented? 46

3. Is there a positive and friendly approach during grievancehandling? 47

4.

Has the mechanism being followed resolves you grievance? 48

5. How do you feel about the decision given corresponding to your

grievance? Is it 49

6.

Do you feel open to share your grievances? 50

7. Are the procedures for conveying grievance simple and easy toutilize? 51

8. Is the supervisor given authority to take action necessary to

resolve the problem? 52

9.

Are the matters relevant to the grievance kept confidential? 53

10.

Do you feel that the supervisor possesses necessary human

relation skills in terms of understanding your problem?

54


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INTRODUCTION OF PRIVATE BANKS

INTRODUCTION OF PROJECT TOPIC


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INTRODUCTION TO BANKING INDUSTRY

The achievement of an organization is the result of the combined efforts of each and every

employee. All individuals want to do a good job, and if they are provided with the proper

environment, they will do so. People rarely succeed at anything unless they enjoy doing it. The

Bank has always viewed Human Resource (HR) Development as a critical activity, as it plays avery important role in culture building and gives an impetus to the effort put in achieving

business goals more efficiently .A seminar was conducted in January 1999 which enabled the

Bank to establish clearly the link between business strategy and human resource strategy.

Accordingly, different kinds of mindsets were worked out to ascertain the requirements in the

staff in the three main lines of businesscorporate banking, retail banking and treasury

operations. A new organisational structure from April 1, 1999 was implemented successfully

with the change agent role played by the HR Department. Three different job profiles viz.,

customer service and cross selling of products, back office operations ,marketing and sales

emerged after the new organisational structure was put in to place.

These proactive HR policies have helped the Bank to obtain higher contributions from its

employees as well as to achieve its business goals. The Bank has constantly strived to make the

working conditions comfortable for its employees. It is,however, recognised that HR policies

need to be fine-tuned regularly to ensure alignment with global best practices.

INTRODUCTION TO AXIS BANK


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Axis Bank was the first of the new private banks to have begun operations in 1994,after the

Government of India allowed new private banks to be established. The bank was promoted

jointly by the Administrator of the specified undertaking of the Unit Trust of India(UTI-A),Life

Insurance Corporation Of India(LIC) and General Insurance Corporation Of India(GIC) and

other four PSU insurance companies ie National Insurance Company Limited.The New India

Assurance Company Limited, The Oriental Company Insurance Limited and United India

Insurance Company Limited. The bank as on 31 Dec 2010 is capitalized to the extent of Rs

409.90 crores with the public holding at 53.62%

The banks Registered Office is at Ahmadabad and its Central Office is located at Mumbai. The

bank has a very wide network of more than 1281 branches. The bank has a network of over 5303

ATMs providing 24 hours a day banking convenience to its customers. This has one of the

largest ATM networks in the country. The banks has strengths in both Retail and Corporate

banking and is committed to adopting the best industry practices internationally in order to

achieve excellence.

INTRODUCTION TO ICICI BANK

ICICI Bank is Indias second largest bank and it is second amongst all the companies listed on

the Indian Stock exchanges in terms of free float market capitalisation. The bank has a network

of about 1,308 branches and 3,950 ATMs in India and presence in 18 countries. ICICI bank

offers a wide range of banking products and financial services to corporate and retail customers

through a variety of delivery channels and through its specialised subsidiaries and affiliates in

the areas of Investment Banking,Life and Non life insurance,Venture capital and Asset

Management. The bank currently has subsidiaries in the United Kingdom,,Russia,Canada,Branches in United states,Singapore,Bahrain,Hong Kong,Sri lanka,Qatar and Dubai

International Finance Centre and representative offices in United Arab Emirates,China, South

Africa,Bangladesh,Thailand,Malaysia and Indonesia.


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conscious. Today the company has foreign tours, parties at national and regional levels , award

nights and outings to motivate and encourage its employees. As an organization HDFC bank

had constantly emphasized on celebrating its hard earned success.

INTRODUCTION TO CITI BANK

CITI group was incorporated on March8,1988.On October8,1998,Citi corporation merged with a

subsidiary of Travellers group and Travellers group changed its name to Citi group Inc.At the

time of the merger, Citi corporation stockholders received 2.5 citi group shares for every 1 share

of citi corporation stock they previously owned. Travellers group stockholders maintained their

shares of Travellers group stock under the Citi group name inc which is todays pre-eminent

financial service company with some 200 million customer accounts in more than 100 countries.

Our history dates back to the founding of Citi Bank in 1812,Bank Handlowyin 1870,Smith

Barneyin 1873,Banamex in1884 and Salomon Brothers in1910.Other brand major names under

Citi group trademark red umbrella include Citi Financial, Citi Mortgage and Citi Insurance.


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Introduction of Grievance handling

In practice there is hardly a company where the employees do not have grievances of one kind or

the other. T hese grievances may be real or imaginary, valid or invalid, ture or false. A

grievance produces low morale ,unhappiness, frustration and discontent in the in the employees

which ultimately affects the concentration ,efficiency and productivity of the employees.

The organizationsthat do not provide such complaint processing mechanisms for the employees

may suffer from poor work, employee resentment, poor customer service, resistance to change

and poor labour management relations grievances must not be allowed to accumulate relations

.It will ultimately lead to increased absenteeism, go slow, work to rule, demonstrations, gheraos

and strikes. Thus, grievance is a rust on human relations.

In labour management relations, grievance is a complaint or representation made in writing as

regard to a company related matter arising from employment or service conditions or from

conditions involving unfair treatment or standing instructions. Grievance is also defined as real

or imaginary feeling of personal injustice which an employee has concerning his employment

relations. Grievance imples dissatisfaction or distress or suffering or gief caused unnecessarily

or illegally.

The grievance is a type of discontent which must be expressed. A grievance is usually more

formal in character than a complaint. It can be valid or ridiculous, and must grow out of

something connected with company operations or policy. It must involve an interpretation or

application of the provisions of the labour contract..

An analysis of various definitions covered above reveal that: Grievance is a word which

covers dissatisfaction and which has one or more of the following characteristices:

1) It may be unvoiced or expressly stated by an employee.2) It may be written or oral.3) It may be valid and legitimate, untrue or completely false or ridiculous.


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4) It may arise out of something connected with the organization or work like wages ,workassignments etc.

5) An employee feels that an injustice has been done to him.

The grounds for a grievance may be any measure or situation which concerns the relationsbetween employer and worker or which affects or may affect the conditions of employment of

one or several workers in the undertaking when that measure or situation appears contrary to

provisions or an applicable collective agreement or of an individual contract of employment, to

works rules, to laws or regulations or to the custom or usage of he occupation branch of

economic activity or country, regard being faith.

Grievances typically arise on such questions as discipline and dismissal, the payment of wagesand other fringe benefits, working time, over-time and time-off entitlements, promotions,

demotion and transfer, rights deriving form seniority rights of supervisors and union officers, job

classification problems, the relationships of works rules to the collective agreement and thefulfillment of obligations relating to safety and health laid down in the agreement. Such

grievances, if not dealt with in accordance with a procedure that secures the respect of the

parties, can result in embitterment of the working relationship an a climate of industrial strife.

In large undertakings, a common type of grievance procedure involves successive steps at

different levels, a workers' grievance being first discussed with the immediate supervisor, andthen if no solution is found with higher levels of management. The number of levels and steps in

the procedure usually increases with the size of the undertaking. Sometimes, when an important

question of principle, which would involve a number of workers, is concerned the matter may go

directly to a higher level of management. Under some procedures, bipartite or joint grievance

committees within the undertaking hear grievances when they have been considered at lowerlevels at a number of earlier stages in the procedure. A settlement reached jointly by the worker

and management representatives at any level is also deemed to be settle if an appeal is not lodged

at the next highest level within a given time

Causes of Grievances

Grievances generally arise form the day-do-day working relations in the undertaking, usually aworker or trade union protest against an act or omission or management that is considered to

violate worker's rights.

The causes of employee grievances includes:

Demands for individual wage adjustments,


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Complaints about the incentive systems Complaints about the job classifications, Complaints against a particular foreman

.

Complaints concerning disciplinary measures and procedures. Objections to the general methods of supervision, Loose calculation and interpretation of seniority rules, andunstis factory interpretation of

agreements.

Promotions Disciplinary discharge or lay-off, Transfer for another department or another shift, Inadequacy of safety and health services / devices Non-availability of material in time Violation of contracts relating to collective bargaining Improper job assignment, and Undesirable or unsatisfactory conditions of work.

Need for a Grievance Procedure:

Grievance procedure is necessary for any organisation due to the following reasons.

Most grievances seriously disturb the employees. This may affect their morale,productivity and their willingness to cooperate with the organisation. If an explosive

situation develops, this can be promptly attended to if a grievance handling procedure is

already in existence.

It is not possible that all the complaints of the employees would be settled by first-timesupervisors, for these supervisors may not have a proper training for the purpose, and

they may lack authority. Moreover, there may be personality conflicts and other causes aswell.

It serves as a check on the arbitrary actions of the management because supervisors knowthat employees are likely to see to it that their protest does reach the higher management.


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To inform the employee of his or her right to take the grievance to next stage of theprocedure, in the event of an unsuccessful resolution.

FEATURES OF A GOOD GRIEVANCE-HANDLING PROCEDURE:

Torrington and hall refer to four key features of a grievance-handling procedure;

Fairness:-Fairness is needed not only to be just but also to keep the procedureviable,for if employees develop the belief that the procedure is only a sham, then its value will

be lost, and the other means sought to deal with the grievances. This also involves

following the principles of natural justice, as in the case of a disciplinary procedure.

Facilities for Representation:-Representation , e.g. by a shop[ steward, can be ofhelp to the individual employee who lacks the confidence or experience to take on themanagement single-handedly. However, there is also the risk that the presence of the

representative produces a defensive management attitude, affected by a number of other

issues on which the manager and shop steward may be at loggerheads.

Procedural Steps:-Steps should be limited to three. There no value in havingmore just because there are more levels in management hierarchy. This will only lengthen

the time taken to deal with matters and will soon bring the procedure into disrepute.

Promptness:-Promptness is needed to avoid the bitterness and frustration that cancome from delay. When an employee goes into procedure, it is like pulling the

communication cord in the train . The action is not taken lightly and it is in anticipation

of a swift resolution .Furthermore, the manager whose decision is being questioned willhave a difficult time until the matter is settled.

Beach also refers to several reasons why there should be a formal procedure

to handle grievances:

All employee complaints and grievances are in actual practice not settled satisfactorily bythe first level supervisor, due to lack of necessary human relations skills or authority to

act.

It serves as a medium of upward communication, whereby the management becomesaware of employee frustrations, problems and expectations.


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should be communicated to the Manager with in seven days from the date of the grievance

reaching it. Unanimous decisions, if any, of the Committee shall be implemented by the

Management. If there is no unanimity, the views of the members of the Committee shall beplaced before the Manager for decision. The Manager has to take a decision and the worker

within three days.

The worker can make an appeal against the managers decision and such an appeal has to bedecided within a week. A Union official may company the worker to the manager for discussion

and if no decision is arrived at this stage, both the union and management may refer the

grievance to voluntary arbitration within a week of receipt of the managements decision. Theworker in actual practice may not resort to all the above mentioned steps. For example, if the

grievance is piqued because of his dismissal or discharge he can resort to the second step directly

and he can make an appeal against dismissal or discharge.

Guidelines for successful grievance handling procedure:

The helpful attitude and support of the management.

Belief on the part of all concerned in the utility of the grievance handling procedure. Introduction of the procedure with the concurrence of the employees representatives and

their trade unions.

Simple,fair,easily comprehensible and expeditious grievance handling procedurecontaining a time limit for each step.

Delegation appropriate authority so that action may be taken at all the levels of themanagement.

A fact oriented,instead of an employee-oriented,discussion of grievances. Respect for the decision taken at each level of the management. Adequate publicity given to the procedure and its achievements in the company. A periodic review of the working of the grievance handling.

A grievance procedure is a formal process which is preliminary proceeding of an arbitration,

which enables the parties involved to attempt to resolve their differences in a peaceful, orderly

and expeditious manner.

Advantages of the grievance procedure:


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on the job. The alternative to this procedure, group action or courts of law, is often costly, time

consuming and insensitive to unique problems within an industry. Therefore, the grievance

procedure provides a more effective means of redressing employee problems.

6. THE STEWARD'S ROLE IN GRIEVANCE HANDLING

The role the steward plays in the grievance procedure is a vital one. As the grievance moves up

the ladder of the negotiated procedure it moves higher up the chain of command both in the

industry and the union. For example, it usually goes from:

STEP UNION MANAGEMENT

1 Steward notifies union Immediate Supervisor

in writing about grievance

2 Steward and Department Manager

Union Representative

3 Union Representative Top Management

4 Arbitrator

At first glance, one may think that the steward holds the least significant position in the

grievance process. However, consider the origin of the grievance. The employee comes to the

steward first! Therefore, the records, decisions and insights at this first step set the stage for anysuccessful resolution that may come later. The burden is placed on the steward to accurately

record all information necessary to provide those involved in the "grievance ladder" a clearpicture of what actually took place. In other words, the employee and the steward have a betterunderstanding of the grievance than anyone else. Winning or losing a legitimate grievance

ultimately depends on the steward's ability to investigate and judge the information and evidence

at the first step, and pass this information on as clearly and accurately as possible. Settling

grievances at the first step, the most desired course of action, is also heavily dependent on thesteward. However, if for various reasons the grievance is carried forth, the union representative

must use the steward's records as the basis for the case.

7. RECORDING THE GRIEVANCE

When an employee comes to you with a complaint you should always make a note for your fileslisting the person, problem, date, supervisor and workplace. Also you should request the

employee to write down the facts and keep an ongoing log of events that take place pertaining to

the complaint. This is a safeguard in the event the complaint becomes a legitimate grievance andproceeds through the various steps of the grievance procedure. Trying to recall times, places and

actions from memory is highly ineffective in grievance handling. Should you fail to settle the

grievance at the first, informal step, the union will need these records in drafting the formal


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open? After answering these kinds of questions, a steward can, then, determine the value of

education in a union member's record. Years of education alone do not help very much.

The same can be said for absenteeism, tardiness and medical records. A steward must find out

how long ago they happened, reasons for the occurrences, whether the reasons apply to present

situations, whether the record looks poor in comparison to records of other workers.

This type of information is very important in many grievances and will be used by stewards

frequently. Stewards only have to be certain that management understands the meaning. Muchof grievance negotiation concerns the difference between steward and supervisor about the

meaning of measurable information.

Information that is non-specific and cannot be measured -- some words frequently used to

describe a person or his/her behavior have little or no use in processing grievances. They include

the following:

AbilityAttitudePersonality

Character

Disability

The word "ability" can be defined in terms of production, quality of work, and possibly

attendance and medical records. But the word "ability' alone has very little meaning.Supervisors have said, "I can tell that one worker has more ability than another." If it cannot be

measured and has no clear meaning, this statement is nothing more than a supervisor's opinion --

may be accurate, may be inaccurate. The skilled steward must require proof for the statement,

proof that is measurable and has clear meaning.

"Attitude," "personality," "character," "dependability" -- these are words that never have beendefined in away that produces agreement. One person's opinion about another person's attitude

may be very different from other peoples' opinions. There is no way to specifically compare

people's personalities and character.

How do you know that one worker is more pleasant than another or one worker is more honest

than another? And, even if we did, what does that have to do with a worker's ability to produce

for his/her employer? Should a person be punished because he/she does not smile as frequentlyas another, or disagrees with his supervisor? A steward must know the circumstances

surrounding the sour disposition or disagreement.

A series of disagreements may involve the worker's rights under their union contract or refusal to

accept the improper procedure demanded by their supervisor.

The emphasis on proof helps cut through the main accusations made against workers that are

accepted without challenge. Probably one of the greatest contributions that a union makes to a

worker's life is comparative freedom from punishment based on a supervisor's unproven opinion.


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9. PRESENTING THE GRIEVANCE

Whether you are at the informal or formal stage of the grievance procedure, the way in which

you present the grievance can have significant effect on the outcome. Keep the following points

in mind when you present the grievance.

a. Know Your Facts -- Be Confident

When you are ready to go into a conference with the supervisor try to outsmart

them. Don't carry a chip on your shoulder, and don't anticipate being outsmarted or outwitted.

Know your contract -- your rights under it -- and stick to them. State the facts plainly. Avoidopinions or hearsay evidence. Too many grievances are lost because the steward did not have

the facts.

b. Stick To The Point -- Be Business Like

As discussion progresses on a grievance, the supervisor may try to sidetrack the real

issue and lead you into a discussion of irrelevant issues or inject additional complaints against

the employee. Insist on discussing the issue raised by the grievance only, nothing else.

c. Settle The Grievance At The First Step

The most desirable aspect is to have the grievance settled at the first step. This

prevents the bogging down of grievance machinery and permits the union to devote more time

and effort to problems of general concern to all members.

d. Take A Positive Position -- Not Defensive

Don't be timid or convey the feeling to the supervisor that you are presenting the

grievance because it is an obligation on your part. Avoid being apologetic; impress thesupervisor that there is no possible doubt in your mind that the grievance has merit and should

receive equitable settlement.

e. Disagree With Dignity

Disagree with the supervisor in a calm, firm, positive manner. Avoid pounding the

table, blowing up or making empty threats. Declare your intentions of taking the grievance to


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the next step. As a rule, supervisors prefer to settle complaints before the complaint is carried to

a higher management level.

f. Maintain A United Position

Take the aggrieved along with you. This is necessary and prevents mistrust and

establishes confidence in the steward. But, make sure you are both in accord on the facts andissues!

g. Be Prompt -- Follow The Grievance Through

Refer the grievance to the chief steward or next step when not settled. Give him/her

all the facts. Give him/her the argument used in your discussion with the supervisor. Don'tallow the grievance to lay around. Keep a constant check on the progress of the grievance at

what step it is in.

10. AUTHORITY OF SUPERVISOR

The degree to which grievances are successfully handled at the first step is largely dependent onthe authority granted the supervisor. In some cases the supervisor is only the "messenger" for

the management representative in the next step of the grievance procedure. If this situation

exists, few settlements will take place at the first level.

It is important to observe the steps in the grievance procedure even if the supervisor has limited

authority. "Leapfrogging" to a higher step may have several undesirable effects. The supervisormay resent this and may be more difficult to deal with the next time, or management may seek to

get the grievance thrown out because the proper steps were not followed.

Even the best steward will, from time to time, have trouble in settling grievances because of

various tactics used by the supervisor.

Here a few examples:

Delays - If the supervisor stalls in giving an answer on a grievance, the steward shouldnot hesitate to invoke the time limitations spelled out in the contract. If there are no time

limitations, it may be necessary to systematically nag the supervisor until you get ananswer. If there is still no response you may have to file a grievance charging the

supervisor with "stalling," or otherwise move directly to the next step in the procedure.


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Don'ts:

1. Don't discuss the case with the union steward alone if the grievant is at work and can bepresent during the discussion.

2. Don't argue with the steward in the presence of employees.

3. Hold your discussions privately.

4. Don't admit to the binding effect of a past practice for settlement of the grievance until you

have first discussed it with your personnel officer.

5. Don't assume a judicial role. Hear the union's case, then be an advocate. Representmanagement's interests.

6. Don't argue the merits of the grievance first, if the raising or filing of the grievance was

untimely. If untimely:

Present your arguments on the issue first -- giving reasons for considering ituntimely.

Be very clear that you are denying it first on that basis.7. Don't withhold any relevant facts -- if they reveal weaknesses in your case, prepare logical

and persuasive defenses.

8. Don't make settlements that obligate the employer to prior approval, mutual consent, or

joint consultation with the union before management can act.

9. Don't ask favors of the union. It will expect a reciprocal concession from you some day.

10. Don't give lengthy written answers on grievance forms when denying a grievance. If the

grievance should be legitimately denied -- after all persuasive efforts to resolve it have failed --

give the simple written answer, "No contract violation. Grievance denied."

11. Don't make any settlements "outside" the terms of the agreement.

12. Don't hold back a remedy if the employer is clearly wrong.

13. Don't count on the union to assume authority for resolving your problems, exercise yourauthority and dispose of issues.


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14. Don't interrupt or stop operations to accommodate a union steward demanding instant

handling of a grievance. However, don't postpone or delay grievance handling beyond the time

when it will no longer interfere with production operations.

15. Don't cause the employee or union to default on their compliance with any time limits by

your action or inaction. If you do, don't later deny the grievance for reasons of theirnoncompliance with such time limits.

16. Don't settle the grievance if you have any doubts. Discuss the case with your personnelofficer.

Redressal of Grievances (ROG):

Nair and Nair state that in the Indian context, certain guidelines were evolved in formulating grievances-handling

procedures in different types of organisationssmall, big, unionised, non-unionised.According to Nair and Nair,

grievance-handling procedures can be broadly classified as 3-step, 4-step or 5-step. One of the prominent features

of the procedure suggested by Nair and Nair is the intervention of Grievance Committees in the 5-step procedure,

which works in the Indian context. This committee consists of:

In unionised context, two nominees each from the management and the union (union representativeshould be from the same department as the aggrieved employee)

In a non-unionised set up, two representatives from the management, representative in the Workssecretary/vice president of the Works Committee.

GRIEVANCE MANAGEMENT IN INDIAN INDUSTRY:

At present, there are three legislations dealing with the grievances of employees working in industries. The

Industrial Employment (Standing Orders) ACT, 1946, REQUIRES THATEVERY EST ABLISHMENT

EMPLOYING 100 OR MORE WORKERS SHOULD FRAME STANDING ORDERS. These should

contain, among other things, a provision for redressal of grievances of workers against unfair treatment and

wrongful 7 lactions by employer or his agents. The Factories Act, 1948,provides for the appointment of a Welfare


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Officer in every factory ordinarily employing 500 or more workers. These Welfare Officers also look after

complaints and grievances of workers. They will look after proper implementation of existing labour legislation.

Besides, individual disputes relating to discharge,dismissal or retrenchment can be taken up for relief under the

Industrial Disputes Act, 1947, as amended in 1965.

However, the existing labour legislation is not being implemented properly by employers. There is a lack of

fairness on their part. Welfare Officers have also not been keen on protecting the interests of workers in the

organised sector. In certain cases ,they are playing a dual role. It is unfortunate that the public sector, which should

set up an example for the private sector, has not been implementing labour laws properly. In India, a Model

Grievance Procedure was adopted by the Indian Labour Conference in its 16th session held in 1958. At present,

Indian Industries are adopting either the Model Grievance Procedure or procedures formulated by themselves with

modifications in Model Grievance Procedure. In other words, the grievance procedures are mostly voluntary in

nature.

Procedure in India Till the enactment of he industrial employment (standing orders) Act, 1946,

the settlement of day-to-day grievances of workers, in India, did not receive much attention in

the legislative framework, Clause 15 of the Model standing orders in the schedule of he

industrial employment (standing orders) 1946 specified that:

All complaints arising out of the employment including those relating to unfair treatment or

wrongful exaction on the part of the employer of his agent, shall be submitted to the manger or

otherperson specified in his behalf with the right of appeal to the employer.

Under the factories act, 1948 the state government had framed rules requiring labour welfare

offices to ensure settlement of grievances but this provision did not prove substantially helpful

because of the dual role of these officers.

The industrial disputes (amendment) Act,1982 has provided for reference of certain individual

disputes to grievances settlement authorities. Section 9 C of the act stipulates that n very

establishment in which one hundred or more workmen are employed or have been employed on


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RESEARCH METHODOLOGY

RESEARCH

Research is a process in which the researcher wishes to find out the end result for a givenproblem and thus the solution helps in future course of action. The research has been defined as

A careful investigation or enquiry especially through search for new fact in any branch of

knowledge.

RESEARCH METHODOLOGY

The procedure using, which researchers go about their work of describing, explaining and

predicting phenomena, is called Methodology. Methods compromise the procedures used for

generating, collecting, and evaluating data. Methods are the ways of obtaining information usefulfor assessing explanation.

TYPES OF RESEARCH

The type of research used in this project is descriptive in nature. Descriptive research is

essentially a fact finding related largely to the present, abstracting generations by cross sectionalstudy of the current situation .The descriptive methods are extensively used in the physical and

natural science, for instance when physics measures, biology classifies, zoology dissects and

geology studies the rock. But its use in social science is more common, as in socio economicsurveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS


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OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the effectiveness of grievance handling mechanism.

SECONDARY OBJECTIVE

To identify whether the employees are aware of the grievance handling mechanism. To identify whether the grievance handling system leads to a favorable attitude towards

the management

To identify that the grievance handling system leads to a mutual understanding betweenworkers and the management

To know the level of satisfaction towards the grievance handling procedure of theOrganization

To identify the factors influencing the effectiveness of the grievance handling in theOrganization.


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DATA ANALYSIS AND

INTERPRETATION


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DATA ANALYSIS AND INTERPRETATION

Data interpretation and analysis is basically deals with the data which is collected for the

research purpose is here evaluated and then the data which is relevant is to be used for the

research purpose and finally is should be used for the data interpretation with help of various

diagrams and tables which is being used for the properly defining the data which is collected

from the various respondents accordingly.

The entire project is base upon training & its effectiveness. It was therefore necessary to check

the effectiveness of training programmes conducted by PRIVATE BANKS. To fulfill thispurpose , a questionnaire was designed & distributed to employees. The sample size taken was

50. The questionnaire is attached at the end of report. The analysis & findings are as follows:-


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Q1):-Are you aware of the weekly/monthly meetings of the various committees

which are being held?

Yes No

100

0

%age

Awareness of meeting No.of respondents %age of respondents

Yes 50 100

No 0 0

Total 50 100


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Interpretation: from the above figure,it had been anaylsed that 100% of respondents are

aware of the weekly/monthly meetings of the various committees which are being held.

Q2):Does your higher authority listen when your grievance is presented?

Listen

patiently

Shouts at

you

Does not

listen at all

30

50

20

%age

Higher authority to listen No. Of respondents %age of respondents

Listen patiently 15 30

Shouts at you 25 50

Does not listen at all 10 20

total 50 100


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Interpretation:form the above figure it had been anaylsed that 30% of higher authority listen

patiently,50% respondents shouts at you and 20% respondents does not listen at all when the

grievance is presented.

Q3). Is there a positive and friendly approach during grievance handling?

Positive and friendly

approach

No. of respondents %age of respondents

Yes 40 80

No 10 20

Total 50 100

Yes No

80

20

%age


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INTERPRETATION: From the above figure it had been analysed that 80% of respondents apositive and friendly approach during the grievance handling and 20% of respondents said No.

Q4). Has the mechanism being followed resolves you grievance?

Response No. Of respondents %age of respondents

Yes 32 64

NO 18 36

Total 50 100

Yes

NO

64

36

%age

%age


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INTERPRETATION: From the above the figure, it had been analysed that 64% respondents

followed the mechanism of the grievance handling and 36% respondents does not followed the

mechanism.

Q5).How do you feel about the decision given corresponding to your grievance? Is

it

Response No.of respondents %age of respondents

Highly satisfactory 25 50

Moderately satisfactory 16 32

No satisfaction 9 18

Total 50 100


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INTERPRETATION: From the above the figure it had been analysed that 50% is feel highly

satisfacted, 32% is moderately satisfacted and 18% is said no satisfaction about the decision

given corresponding to your grievance

Q6).Do you feel open to share your grievances?

Response NO.of respondents %age of respondents

Yes 35 70

No 15 30

Total 50 100

Highly

satisfactory

50%Moderately

satisfactory

32%

No satisfaction18%

%age


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INTERPRETATION: From the above figure it had been analyzed that 70% of respondents feel

open to share your grievance and 30% does not ready to share your grievances.

Q7).Are the procedures for conveying grievance simple and easy to utilize?


Very simple 27 54

Difficult to utilize 23 46

Total 50 100

Yes

70%

No30%

%age


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INTERPRETATION:From the above figure it had been analyzed that 84% of respondents

given the authority to take the action for resolve the problem and 16% of respondents does not

have any kind of authority to take the action.

Q9).Are the matters relevant to the grievance kept confidential?


highly confidential 44 88

Not kept confidential 6 12

Total 50 100

84%

16%

%age

Has given authority Does not have authority


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INTERPRETATION: From the above figure it had been analyzed that 88% of respondents

are kept highly confidential for grievance and 12% of respondents are not kept confidential.

Q10).Do you feel that the supervisor possesses necessary human relation skills in

terms of understanding your problem?

Response No.of respondents %age of respondents

Very highly skilled 42 84

Moderately skilled 8 16

Not skilled 0 0

88%

12%

%age

highly confidential Not kept confidential


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46% of respondents said that procedures of conveying the grievance are very simple and54% of respondents said that it is difficult to utilize.

70% of respondents feel open to share your grievance and 30% does not ready to shareyour grievances.

64% respondents followed the mechanism of the grievance handling and 36%respondents does not followed the mechanism.

100% of respondents are aware of the weekly/monthly meetings of the variouscommittees which are being held.

that 80% of respondents a positive and friendly approach during the grievance handlingand 20% of respondents said No.

SUGGUESTIONS OF THE STUDY

Job descriptions, responsibilities should be as clear as possible. Everyone should beinformed of companys goals and expectation including what is expected from eachindividual.

Informal counseling helps to address and manage grievances in the workplace. Conflict management in the organization will be helpful to reduce the number of

grievance rates.


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The sample may not be a true representative, as due to location factor, the respondentsmay not be representative of the whole universe.

Employees were not ready to reveal their actual intentions.

CONLUSION

The study reveals that the Grievance handling mechanism is satisfactory. The organization isrecognizing the importance of satisfying the employees and retaining them. Further

improvements can be made so that all members are highly satisfied with the procedure. The

suggestions and recommendations when implemented will still more benefit the organization.


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5.1 BIOLOGRAPHY

5.2 QUESTIONNAIRE

5.1 BIOLOGRAPHY:

www.wikipedia.com www.google.com BOOK: ORIGANISATIONAL DEVELOPMENT
http://www.google.com/http://www.google.com/http://www.google.com/


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QUESTIONNAIRE

I GAGANDEEP KAUR student of CT Institute of Management and Information Technology,

Jalandhar is conducting research on topic TO STUDY THE GRIVANCE HANDLING

PROCEDURE IN VARIOUS BANKS IN JALANDHAR. Kindly help me to gather the

information by sparing your 5-10 minutes for filling this questionnaire. I shall be very thankful.


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Q6).Do you feel open to share your grievances?

a) Yes b) No

Q7).Are the procedures for conveying grievance simple and easy to utilize?

a) Very simpleb) Difficult to utilize

Q8). Is the supervisor given authority to take action necessary to resolve the

problem?

a) Has given authorityb) Does not have authority

Q9).Are the matters relevant to the grievance kept confidential?

a) highly confidentialb) Not kept confidential

Q10).Do you feel that the supervisor possesses necessary human relation skills in

terms of understanding your problem?

a) Very highly skilledb) Moderately skilled

Final Report on Grievance

Documents

Transcript of Final Report on Grievance