grievance handling

Sri Jayachamarajendra College of Engineering, Mysore

CHAPTER- I1.1 INTRODUCTION Grievance is defined as any dissatisfaction regarding work and workplace filed by employee formally to his immediate supervisor. An organization establishes a grievance procedure to give an avenue to the employee to file his or her dissatisfactions. The establishment of grievance procedure is in line with the principle of due process which guarantees the application of procedural justice and ethical decision making in an organization. Besides the establishment of grievance procedure will resolve employees dissatisfaction fairly, behavior of personnel who handle grievance also brings effect to the employees satisfaction on the result of grievance resolution. Managers will handle grievances referred to them base on their personality reference. Therefore, this research assumes that managers personalities have to be investigated to determine its influence on managers style in handling grievances. Management and trade unions try to provide benefits to the workers. But, still workers feel dissatisfaction. Workers dissatisfactions are dealt through grievance procedure. Workers may not discharge the duties as per their company requirements. Disciplinary procedure deals this issue. Grievance is any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice of the management. It is any discontent or dissatisfaction whether expressed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust or equitable. It is a type of discontent which must always 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. The study contains identifying various grievances which arises in the company and what are procedures carried in the company to resolve those grievance. For this study I have taken JK Tyre Company in Mysore, where there is more number of employees. In any company, employees will have grievance which may be related to work, personal, etc. So, this study aims at identifying those grievances and procedures carried to resolve those grievances.

Grievance Handling at JK Tyre Industries and Ltd

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1.2 BACKGROUND-GRIEVANCE HANDLING: According to Prof. Pigors and Meyers, grievance is dissatisfaction. According to them, dissatisfaction of an employee is anything that disturbs the employee, whether expressed or not In the words of Dale Yoder, grievance is a written complaint filed by an employee and claiming unfair treatment. The National Commission of Labour states that complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment, and discharges would constitute grievance A Grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relation in an organization. An employee or trade union protests against an act or policy of the management that they consider as violating employees rights. Grievance handling is to help and possibly solve the problem of the person who is in trouble and wants some kind of help. A grievance can be of any type like someone trying to corner someone; not giving him his rights etc. and grievance handling is to help such a person in a way that can give him justice to his satisfaction. 1.3 WHY IS HANDLING AN EMPLOYEE GRIEVANCE SO IMPORTANT? Ensuring a sound professional conduct and a healthy environment for its internal customers is a predisposition for any company. Since, a firm is essentially comprised of individuals it is natural for disruptions to arise. However, how those disruptions and grievances are tackled is what plays a very important role for the smooth functioning of a work place. There may complaints or objects pertaining to the contract of an employee or the working pattern and parameters, or even out of cultural differences, at times even an employee persecution, disruptions arising out of salary and many other reasons.


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Effective human resource policies should handle the grievance in such a way, which causes minimum loss to either the employee or the company and holds to the focus on performance orientation. They should be fair in their conduct while tending the complaint and foster a positive environment which is suitable for not only the firms growth but also individuals professional and most importantly mental growth. Maintaining a positive rapport with the labor is the key to relationship building. 1.4 PROBLEM STATEMENT: The study is conducted to identify various grievances in JK Tyres and what are all the committees established to resolve these grievance. And analysis is conducted to know, how well employees in the company are aware of grievance procedure. 1.5 OBJECTIVES OF THE STUDY: 1. To determine the industrial relation in the JK Tyre. 2. To determine the causes and degree of dispute in the JK Trye. 3. To determine the machinery used to settle the dispute in JK Tyre. 4. To identify the areas of grievances in JK Tyre. 5. To determine the grievance handling procedure in the JK Trye. 6. To identify the type of grievance in JK Tyre.

1.6 SCOPE OF THE STUDY Industrial relations is an integral aspect of social relations arising out of employeremployee interaction in modern industries which are regulated by the State in varying degrees, in conjunction with organized social forces and influences by the existing institutions. So, the employees should be provided with all facilities and should identify his or her talents to avoid any grievance in the organization. The study about the grievance handling in JK Tyres and Industries Ltd., examines its effectiveness. This project also helps to know the inequalities with regard to employees and effective procedure to solve them.


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1.7 RESEARCH METHODOLOGY 1 primary data: A set of questionnaire had been prepared to gather the information related to the subject from the employees. Personal interview were conducted to get more information. Information is also collected by observing the employees. 2 secondary data: Data has been collected from organizations various documents from HR department. The process of data collection is further supplemented by various books and web-sites to get more information.

1.8 NEED FOR A GRIEVANCE PROCEDURE: Grievance procedure is necessary for any organization due to following reasons. 1. Most grievances seriously disturb the employees. This may affect their morale, productivity and their willingness to cooperate with the organization. If an explosive situation develops, this can be promptly attended to if a grievance handling procedure is already in existence. 2. It is not possible that all the complaints of the employees would be settled by first-time supervisors, for these supervisors may not have had a proper training for the purpose, and they may lack authority. Moreover, there may be personality conflicts and other causes as well. 3. It serves as a check on the arbitrary actions of the management because supervisors know that employees are likely to see to it that their protest does reach the higher management. 4. It serves as an outlet for employee gripes, discontent and frustration. It acts like a pressure valve on a steam boiler. The employees are entitled to legislative, executive and judicial protection and they get this protection from the grievance redressal procedure, which also acts as a means of upward communication. 5. The management has complete authority to operate the business as it sees fit subject, of course, to its legal and moral obligations and the contracts it has entered into with its workers or their representative trade union. But if the trade union or the employees do not like the way the


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management functions, they can submit their grievance in accordance with the procedure laid down for that purpose 1.9 THE CAUSES OF GRIEVANCES: The causes of employee grievances: 1. Demands for individual wage adjustments. 2. Complaints about the incentive systems. 3. Complaints about the job classifications. 4. Complaints against a particular foreman. 5. Complaints concerning disciplinary measures and procedures. 6. Objections to the general methods of supervision. 7. Loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements. 8. Promotions. 9. Disciplinary discharge or lay-off. 10. Transfer for another department or another shift. 11. Inadequacy of safety and health services / devices. 12. Non-availability of material in time. 13. Violation of contracts relating to collective bargaining. 14. Improper job assignment. 15. Undesirable or unsatisfactory conditions of work.

1.10 THE BENEFITS OF A GRIEVANCE HANDLING PROCEDURE: According to Jackson, further benefits that will accrue to both the employer and employees are: 1. It encourages employees to raise concerns without fear of reprisal. 2. It provides a fair and speedy means of dealing with complaints. 3. It prevents minor disagreements developing into serious disputes. 4. It saves employers time and money as solutions are found for workplace problems. 5. It helps to build an organizational climate, based on openness and trust.


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CHAPTER- II2.1 LITERATURE REVIEW Grievances are normally associated with dissatisfaction among employees which related to working procedure, working facilities (Bean, 1994), confusions on provisions stated in companys policy (Ayadurai, 1996) and the violation of provisions in terms and conditions of employment stated in collective agreement (Salamon, 2000). In resolving grievances, aggrieved employees will file their dissatisfaction through grievance procedure and their immediate managers or supervisors are responsible to take action within period given. This procedure is important to deny the construction of employees dispute (Rose, 2004). Settling grievances as near as its origin is important in order to deny the construction of employees disputes. Therefore, immediate supervisors are responsible to settle the grievance as they are the nearest personnel that represent managerial team. The argument on the vital role played by supervisors in managing employees grievances paralleled that of past studies. Study made by Rollinson, et.al (1996) has identified that complaints are quite common and only extends to taking-up a matter informally with a supervisor. As maintained by Catlett and Brown (1990), there are a number of decisions making points in the grievance handling process that potentially involve the supervisor. Clark (1988) identified that correlation coefficients showed strong relationship between attitude toward the grievance procedure and attitude of the supervisors. Labig and Greer (1988) denote that a high number of grievances in a unit or subunit can be indicative of many factors, including both effective and ineffective supervisory performance. Bemmels and Reshef (1991) mentioned that in a specific work group, many grievances are in response to specific behaviors by the supervisors. Hence, this present research has targeted supervisors as unit of analysis. According to Clark (1988) and Bemmels and Reshef (1991) supervisors behavior and personal attitudes may affect their styles in handling grievance through grievance procedure. Thus, this study tends to evaluate the effect of personality on the selection of appropriate grievance handling styles among immediate supervisors. Grievance is a matter raised by employee to express dissatisfaction with management behavior and is an attempt to bring out changes (DCruz, 1999). Grievance involves an individualsGrievance Handling at JK Tyre Industries and Ltd Page 6


claiming that he or she has suffered or been wronged, often because of the actions or decisions made by the manager acting on behalf of the organization (Anderson & Gunderson, 1982). A substantiated grievance is a signal that a managers behavior was in error or manager has breach workers right (Meyer, 1994). Often in organizations, the grievance arises because of lack of clarity in the explicit companys rules (Hook, et. al, 1996). Noe, Hollenbeck, Gerhart & Wright, (2003) pointed out that too many grievances may indicate a problem but so may too few. According to them, a very low grievance rate may suggest a fear of filing a grievance, a belief that the grievance procedure is not effective or a belief that representation is not adequate. 2.2 COMPANY PROFILES.

Fig 2.2.1 Company photography Metagalli Post, Near URS car Service Centre, Hebbal Industrial Estate Mysore, Karnataka 570016


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2.2.1 J K INDUSTRIES:

JK Organization owes its name to Late Lala Juggilal Singhania, a dynamic personality with a broad vision, Inspired by the Swadeshi movement of Mahatma Gandhi, and driven by the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded JK organization in the 19th century in India. The process of industrialization and diversification was worthily and successfully carried on by Lala Kamlapats three illustrious sons Sir Padampat, Lala Kailashpat and Lala Laksmipat, aided in no small measure by the late Gopal Krishna son of sir Padampat. JK Organization has been a forerunner in the economic and social advancement of India. It always aimed at creating job opportunities for a multitude of country men and provides high quality of products. It has driven to make India self reliant by pioneering the production of number of industrial and consumer products, by adopting latest as well as developing its own know-how. It has also under taken industrial ventures in several other countries. JK Organization is an association of industrial and commercial companies and charitable trust. Its member companies, employing nearly 50000 persons are engaged in the manufacture of variety of products and in diverse fields of commerce. Trust are devoted to promoting industrial, technical and medical researchers, education, religious values and providing better living and recreational facility. With the spirit of social consciousness uppermost in mind, JK organization is committed to cause the human advancement.


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Background and inception of the company 1933 First in India to manufacture calico prints-{Juggilal Kamlapat cottons spinning and weaving mills company, Kanpur} 1940 First in India to manufacture steel bailing Hoops for jute and cotton and to make the country self sufficient by meeting the entire demand- J.K Iron and Steel Co.Ltd., Kanpur. 1944 First in India to produce Aluminum Virgin Metal for Indian Bauxite- Aluminum Corporation of India Ltd., Jaykayanagar. 1949 1959 1960 First in India to manufacture Engineering files -J.K.Engineers files Bombay. First in India to set up a continuous process Rayon plant. First in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari Sugar Plant and completed 100 ton plant. 1961 First in world to set up a plant for production of Hydrosulphite of soda by Sodium Amalagam process J.K.Chemicals Ltd., Bombay. 1962 First in India to produce Nylon-6 with its own polymerized raw material J.K.Synthetics Ltd., Kota. 1965 First to produce sodium Sulphoxylate Formaldehyde [Rangolite C of Formosul] in India J.K.Chemicals LTD., Bombay. 1968 1976 First to manufacture TV sets in India J.K.Electronics, Kanpur. First in India to produce steel belted Radial tyres for passenger car, trucks and buses J.K.Tyre plant, Kankroli. 1980 1984 1985 1989 1991 1992 1994 First in the world to make steel belted radial tyres for 3 wheelers. First in India to produce white cement through dry process. First in India to produce cathonic Dye able Polyester Fiber. First in India to produce magnetic tapes with cobalt technology. Banmore tyre plant { BTP} set up with the capacity of 5.7 lacks tyre per annum. R&D center setup at HASTERI. Indias first T-rated tyre launched Banmore Tyre Plant {BTP} Crossed 100 TPD.


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1995

Mercedes Benz launched on JK Steel Radials first tyre manufacturer in the world to get ISO 9001. Indias first dual contact high tractions steel radial- aqua sonic launched{ Introduce steel Wheels} First tyre manufacturer in the world to get QS9000. Awarded CAPEXILS highest export award for 1997-98.

1996

1998

1999

Synergy with VTL in procurement, marketing and production flexibility. Completion of states of the art modernizations of truck radials J.K.Tyres ranked 16th largest tyre company in the world. ISO-14001 accreditation for environment and safety.

2000 2001

J.K introduced national Go-carting championships. J.K industries received FOCUS LAC EXPORT award for the year 1999-2000 Commendation certification of CII ND National exam. Go-carting

championships held. 2002 JK industries ltd (JKI) has informed BSE that CRISIL has assigned a p1+ rating to the commercial paper program of the company. 2003 JK completes its comprehensive restructuring exercise of businesses that Leads to its emergence as a pure automotive tyre company. 2004 JK industries ltd has informed that its securities are delisted from delhi stock exchange association ltd (DSE) w.e.f. jan 29,2004. 2007 JK industries ltd has informed that the name of the company has been changed from JK industries ltd to JK tyre & industries ltd.w.e.f. april 02 2007. 2008 The company has issued rights in the ratio of 1:3 at a premium of Rs.75 per share. Table No 2.2.1 Background and inception of the company


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2.2.2 NATURE OF THE BUSINESS CARRIED. JK Industries is engaged in manufacturing and marketing of automotive tyres, tubes, flaps Products Involved: 1. Cross ply and radial tyres for light commercial vehicles. 2. Cross ply tyres for passenger cars. 3. Cross ply tyres for agricultural vehicles. 4. Cross ply tyres for of the road {OTR} vehicles. 5. Automotive inner tubes for trucks, buses, light commercial vehicles. 2.2.3 ACHIEVEMENTS /AWARDS. 1. JK Tyres ranked 16th largest company in the world. 2. ISO 14001 accreditation for environment and safety. 3. Indias first T rated tyre launched. 4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get ISO 9001. 5. Only Tyre manufacture to get E mark certification. 6. First Tyre manufacture in the world to get RS 9000. 7. Awarded CEPEXILS highest export for 1997-98. 8. JK introduced national Go-carting championships. 9. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000. 10. Certified to ISO 9000 (1994 quality management systems).


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CHAPTER- III3.1 RESEARCH AND METHODOLOGY OF THE STUDY

3.1.1 THE DISCOVERY OF GRIEVANCES:

Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies, periodic interviews, exit surveys could also be undertaken to cover the mystery surrounding grievances. These methods are discussed below: 1. Observation: A manager/ supervisor can usually track the behaviors of people working under him. If a particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing indifference to commands, reporting late for work or is remaining absentthe signals are fairly obvious. Since the supervisor is close to the scene of action, he can always spot such unusual behaviors and report promptly. 2. Grievance Procedure: A systematic grievance procedure is best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to say. In the absence of such a procedure, grievances pile up and erupt in violent forms at a future date. By that time things might have taken an ugly shape, impairing cordial relations between labour and management. If management fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives. 3 Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complainant need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear of victimization.


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4. Open door policy: This is a kind of walk-in-meeting with the manager when the employee can express his feelings openly about any work-related grievance. The Manager can cross-check the details of the complaint through various means at his disposal. 5. Exit interview: Employees usually leave their current jobs due to dissatisfaction or better prospects outside. If the manager tries sincerely through an exit interview, he might be able to find out the real reasons why X is leaving the organization. To elicit valuable information, the manager must encourage the employees to give a correct picture so as to rectify the mistakes promptly. If the employee is not providing fearless answers, he may be given a questionnaire to fill up and post the same after all his dues are cleared from the organization where he is currently employed. 6. Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of employees about the organization and its politics.

3.1.2 FORMS OF GRIEVANCES: The grievance may take any one of the following forms: 1. Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage hike has been agreed but not implemented citing various reasons. 2. Imaginary: When an employees dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, still it has to clear the fog immediately. 3. Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach theGrievance Handling at JK Tyre Industries and Ltd Page 13


work spot with a heavy heart. If a new recruit gets a new table this may become an eyesore to other employees who have not been treated likewise previously.

3.2 GRIEVANCE PROCEDURE: The Model grievance procedure suggested by the National Commission of Labour involves six successive time bound steps each leading to the next, in case of dissatisfaction.

1. The aggrieved worker in the first instance will approach the foreman and tell him of his grievances orally. The foreman has to redress his grievance and if the worker is not satisfied with this redressal, he can approach the supervisor.

2. The Supervisor has to provide an answer within 48 hours. In the event of the supervisor not giving an answer or the answer not being acceptable to the worker, the worker goes to the next step.

3. At this stage, the worker either alone or accompanied with his departmental representative approaches the Head of the Department who has to give an answer within three days. 4. If the Department fails to give answer or if the worker is not satisfied with his answer, the worker may appeal to the Grievance Committee, consisting of the representatives of the employer and the employees. The recommendation of this Committee should be communicated to the Manager within seven days from the date of the grievance reaching it.

5. 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 be placed before the Manager for decision. The Manager has to take a decision and the worker within three days. 6. The worker can make an appeal against the managers decision and such an appeal has to be decided within a week. A Union official may accompany 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.Grievance Handling at JK Tyre Industries and Ltd Page 14


7. The worker 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. 3.3 MODEL GRIEVANCE HANDLING PROCEDURE:

Procedure Appeal against within a week

Time Frame

Manager

3 days

Grievance Committee

7 days unanimous

HOD

3 days

Supervisor

48 hours

Foreman

WorkerFig no 3.3.1 Grievance handling modelGrievance Handling at JK Tyre Industries and Ltd Page 15


3.4 ANALYSIS OF EXISTING SYSTEM As a result of this project entitled, Grievance Handling, I was able to acquire knowledge pertaining to human resource as a part of an organization as a whole. This three months journey through JK Tyres Ltd has given me knowledge on various aspects of employee with respect to their grievance. The learning I had in JK Tyre is as follows. WELFARE ACTIVITIES IN JK TYRE:

1. Ensure proper maintenance of the garden at Plant-1 and other surrounding places. 2. Counsel the workers and ensure harmony at work place on day to day basis. 3. Co-ordinate with portal authorities distributes recurring deposit payments to employees. 4. Organize medical check to all regular staff/workmen, badlies and casuals in co-ordination with medical officer and arrange for the payment in co-ordination with the finance department. 5. Organize cultural and sports programs for promoting employees belongingness. 6. Organize Ayudha Pooja on annual basis. 7. Arrange and conduct training program for employees and badlies to improve their skills. 8. Organize weekly meeting with the union office bearers and management and submit the MOM and ensure its implementation. 9. Send greeting/invitation cards for various functions. 10. Co-ordinate with occupational health center to provide first aid and other medical services to the employees. 11. Co-ordination of smooth running of canteen at Plant-1 and manage contractual agreements. 12. Ensure safe working conditions for the employees. 13. Co-ordinate with BU and SSU heads with regard to proper housekeeping.Grievance Handling at JK Tyre Industries and Ltd Page 16


14. Ensure supply of clean drinking water to the employees. IR RELATED ACTIVITIES IN JK TYRES:

1. Ensure compliance and implement all labor legislation and guide the concerned for the same in time by coordinating with them. 2. Ensure submission of returns under various labor legislation by concerned. 3. Deal with legal issues related to employees including dismissals and termination. 4. Initiate disciplinary action on erring employees based on written reports. 5. Co-ordinate with the employee union to ensure that there is no loss in production and attends to their grievances. 6. Ensure that the workers/employees are following the rules and regulations set by the company. 7. Make arrangements of casual laborers through contractors on request from business units. 8. Assist line managers on matters relating to IR/discipline. 9. Assist the company advocate in court matters. 10. Represent the company in front of government and legal authorities. 11. Keep track of unauthorized absenteeism and take suitable action.

3.5 GRIEVANCE HANDLING PROCEDURE IN JK TYRES: In JK Tyre, they undertake different Grievance Handling procedure for both Management Cadre Staff and Non Management Cadre Staff. They are as follows:


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3.5.1 GRIEVANCE HANDLING PROCEDURE FOR MANAGEMENT CADRE STAFF:

1. It is proposed to have following Grievance Handling Procedure with a view to handle and settle the Grievance speedily. The Procedure and guidelines to handle Grievance are laid down as under which will come into force with effect from 1st sept. 2006. 2. A grievance is a complaint of an individual Management Cadre Staff on any aspect of his work situation, which disturbs/upsets him. It can include matters relating to leave, increment, promotion, acting arrangements, non-extension of benefits under rules, interpretation of service conditions, etc., of an individual nature. This will not include representation arising out of punishments. 3. If a grievance is one arising from an order of supervisor, That order must be complied with before the procedure is invoked. If, however, there is a time-lag between the issue of the order and the date of its coming into force, the procedure may be invoked immediately, but the order must nevertheless be compiled with on the due date even if the procedure is not exhausted by that time. 4. Subject to the above provisions individual grievance of Management Cadre Staff shall hence forth be processed and dealt with in the following manner: a. Stage 1 The aggrieved MCS may first approach the head of his BU/SSU verbally/ in writing. Who will give a personal hearing and try to resolve the grievance at his level within the scope of the authorities delegated to him. In respect of matters for which he is not the competent authority he will attend to the grievance after consulting VP-W through proper channel. He shall give his reply verbally/in writing 1 week of receipt of the complaint. b. Stage 2 If the MCS is not satisfied with the reply at stage 1, or in the event of there being no response, he may present his grievance in writing to VP-Works. VPWorks, upon receiving the grievance, shall acknowledge the same in writing. IfGrievance Handling at JK Tyre Industries and Ltd Page 18


he finds it necessary while enquiring into the grievance, he may discuss the same with the aggrieved MCS or his superior. After investigation and due consultations VP-Works shall give a written reply to the MCS through BU or SSU Head, within 3 week of his receiving the grievance. The aggrieved employee may, if he so desires, seeks through proper channel, personal interview with VP-Works to explain his case. The decision given by VP-Works in the case will be final. 5. In respect of BU or SSU Heads who are reporting directly to VP-Works, the grievance may be presented to VP-Works verbally or in writing and will be dealt with by VP-W.3.5.2 GRIEVANCE HANDLING PROCEDURE FOR NON-MANAGEMENT CADRE STAFF:

1. It is proposed to have following Grievance Handling Procedure with a view to handle and settle the Grievance speedily. The procedure and guidelines to handle Grievance are laid down as under which will come into force with effect from 01-09-2006.

2. A Grievance is commonly defined as a written representation filed by an employee (workmen, staff, sub-staff and badly) expressing a Grievance. Most Grievance arise out of the wrong interpretation or application when dissatisfaction appears, it cannot be ignored. Sound administration requires that Grievance are handled promptly and not permitted to accumulate. It is said that employees use the Grievance Procedure to express their Grievance and Management administers it through three primary functions viz., a) Acknowledgement of Grievance. b) Investigating material facts of Grievance. c) Discussing and answering Grievance. d) Analyzing Grievance to determine their basic cause. e) Implementing action to resolve the Grievance.


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3. Grievance Handling Procedure seek to assure employees that they will have adequate opportunity to grieve if they feel that they have not been treated properly (harassment, victimization and bullying, prejudicial behavior, favoritism and bias) and that each of their representation will have speedy and thorough consideration. As a result, employees are encouraged and expected to express their Grievance.

4. Coverage and exclusions of types of Grievance: The matter connected to promotions, grading of jobs, collective disputes, disciplinary matters and policy matters is excluded from the coverage of Grievance Handling Procedure. 5. Status-quo clause: Union shall not raise any industrial dispute when the matter is under Grievance Procedure and until the matter has completed the Grievance Procedure Cycle. STAGE STAGE-1 REFERENCE Grievance ACTION TIME LIMIT

discussed The Shift Head shall 1 week

with the shift Head verify and respond to recorded prescribed maintained in the the problem of

Register aggrieved employee. by the He may seek the and

People Manager (Annexure-1).

assistance

clarification from any other BU/SSU,

required if any, to redress the Grievance at his level. STAGE-2 If not settled at stage- The concerned 10 days

1, the grievance to be BU/SSU Heads along referred to concerned withGrievance Handling at JK Tyre Industries and Ltd

Head-SSU

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BU/SSU Heads.

shall review the case at his level and give his decision and the

communicate

same to the individual and authority. The concerned concerned

workman may avail the help/assistance of a co-workman to the

represent grievance. STAGE-3

If not settled at stage- If not satisfied with 2 weeks 2, the Grievance to be the outcome/decision referred to the Unit at Head. stage-3, the

aggrieved may

employee the

approach

Unit Head for the resolution of his

grievance. Unit Head will review the case and give his decision, after discussions with all concerned. The

decision of Unit Head will be final on and all

binding concerned.

Fig no 3.5.2.1 grievance handling procedure for non-management cadre staff


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6. In certain case the time gap at various stages may increase due to delay in completing the procedural formalities, Policy Decision and for want of Approval etc. However the effort should be to reduce the lead time and proper communication and feedback to be given to the aggrieved employees. 7. All Grievances received and redressed needs to be recorded and compiled in the prescribed Register by the People Manager. The centralized report from SSU-5 will be published on monthly basis (See format at Annexure-2) 3.6 SAMPLING TECHNIQUE: Though the study is confined to only one unit situated in Mysore Hotagalli Industrial area JK Tyre, a complete survey of all the employees is not possible, because of massive number of employee and time slice attached to the process. The sampling will be done only with the 10% total population of MCS and NON MCS. The total population is 2000 so I have taken 200. 3.6.1 Sampling: The random sample was selected from a population consisting of employees and the sample size was limited to 200 employees 100 each from the MCS and NON MCS respectively. Care was taken to include employees belonging to all the domains of work.

3.7 INSTRUMENTS:This study will be conducted by collecting primary data using questionnaire for both MCS and NON MCS. The questionnaire consists of likert scaled and others. Structure of Questionnaire: Likert scaled: 16 Other: 27


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3.8 DIMENSIONS CONSIDERED FOR STUDY OF THE SYSTEM: The following are the some attributes we will gather about the present Grievance handling procedures. Main areas of the Grievances. Industrial relation between employee and employer About present redressed methods Types of the Grievances Interactions and opinions about management personnel. Employee observations on working condition or his attitude towards work. Comment on company actions about the system. Employees personal comments about their redress by managers. Employees comments about the Grievance handling procedures.

3.9 DATA COLLECTION The collection of data represents a prerequisite for carrying out a research and can be derived from a number of different sources. These sources are classified into secondary and primary data. Secondary data is material that has been gathered previously, and primary data consists of new material collected by the researcher for the purpose at hand by the use of questionnaires, interviews, and participant observation.

3.9.1 Secondary data Secondary data, in comparison with primary data holds the advantage that it is cheap and most of the time easy to access. However, it may also entail a large amount of flawed and/or inappropriate data. According to the literature, the researcher should first focus on secondary data in the process of data collection. Although a problem is not completely solved by secondary data, it contributes to a better statement of the problem under investigation. It offers improved methods or data. I have used several forms of secondary data in my research. These include books, articles and course literature with useful information for this study. Thereby, I received not only an indication of the content as well as an idea of their quality, but I also gained a deeper understanding of the presented research problem This secondary data was then used for writing the theoretical framework and the background.Grievance Handling at JK Tyre Industries and Ltd Page 23


3.9.2 Primary data As mentioned above, secondary data rarely solves a research problem completely. Therefore, additional information to the problem at hand primary data is needed. Once secondary data has been examined, primary data can be selected by communication or observation. Communication involves the asking of questions to respondents in an oral or written form by the use of questionnaires. Communication may be served by mail questionnaires and interviews conducted either in person or over the telephone. Observation means that the researcher observes particular situations in order to record facts, actions, or behaviors that may be of interest for solving the research problem. The selection of primary data by communication is faster and cheaper than observation, and holds the advantage of versatility. On the other hand, observational data is more objective and accurate due to the fact that the collected information is not influenced by a person's memory, mood, or reluctance to provide the desired data. As mentioned before, the combination of several methods allows the researcher to consider the units under study from several directions and to enhance the understanding. The methodology employed in this research consisted of a mail questionnaire and the use of sample interviews. For instance, the questionnaire gathers only data about issues, which are a part of it, and may neglect other important things. This weakness might be compensated by the use of interviews additionally to the mail questionnaire. The use of observations was not considered since the extent to which an individual perceives satisfaction with his/her job features as well as the importance, which is attached to certain job features by this person, may be difficult to observe, particularly, in such a short time span that was available to accomplish this study.

3.10 QUALITATIVE & QUANTATIVE RESEARCH

Research methodology is often divided into the quantitative and qualitative research. Both of these types of research are considered in research design, data collection, analysis, and reporting. The quantitative method allows the measurement of relationships between variables in a systematic and statistical way and is therefore best suited for the positivistic researcher. The qualitative method, on the other hand, is most appropriate for the hermeneutic researcher in order to gain a deeper understanding of a special research problem. In any research, the researcher has to find the tools which best fit the research questions, context, and resources at hand. Thereby,Grievance Handling at JK Tyre Industries and Ltd Page 24


multiple tools are often needed to research a topic thoroughly and to provide results that can be used. A combination of quantitative and qualitative methods in the same study is called the pragmatic view. That means tools that are available and appropriate to best serve the research problem should be used. Furthermore, the results of quantitative and/or qualitative research might permit various interpretations. In other words, there is no 'right way' or 'only way' to interpret the findings of the research. The quantitative research approach focuses on questions such as "How many?" and "How often?", which is easily processed in the form of numbers. In other words, the collected material can be expressed and analyzed in numbers. However the quantitative research holds not only the advantage of statistical and numerical measurement, but also the advantages of sub-group sampling or comparisons. Moreover, the quantitative research offers the possibility to repeat the survey in the future and to compare the results. Qualitative research on the other hand tends to answer questions such as "What?", "Why?" or "How?. Data is gathered in the form of words rather than numbers. In other words, the collected data cannot be analyzed and interpreted in numbers. The qualitative research permits the use of various techniques in order to gather data. In addition, the qualitative research has the advantages to be open-ended, dynamic, and flexible. It focuses on the depth of understanding, and considers a broader and deeper database. The individual's creativity is used and rationalized, and superficial responses are penetrated. This research approach is concerned with understanding things rather than with measuring them. Both types of research have their strengths and weaknesses. The qualitative and quantitative methods can be considered as complements to each other. Looking at things from several directions may provide the researcher with a better view of them. Partial views may be overcome and a complete, holistic picture may be presented by this called triangulation. The confidence of a researcher in the results is higher when using multiple methods instead of applying only one single method. Furthermore, the use of several methods enables the researcher to compensate the weakness of one employed method by the strengths of another method. Moreover, the reliability might be enhanced by the use of two or more methods on the same research problem. In addition, triangulation reduces measurement errors and is helpful in overcoming problems of bias. This study employed quantitative as well as qualitative methods (triangulation). The use of a questionnaire provided predominantly quantitative data and to aGrievance Handling at JK Tyre Industries and Ltd Page 25


minor extent qualitative data. Furthermore, informal interviews provided qualitative data to the study. This qualitative data was used to shed some light on the quantitative data. This enabled me to investigate the research problem in more depth.

Following is the flowchart which shows the steps in the overall execution of the project.

Fig 3.10.1 Flowchart showing the steps involved in the execution of the project.


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CHAPTER- IV

4.1 STATISTICAL TOOLS AVAILABLE FOR ANALYSIS:4.1.1 Factor analysis:

Factor analysis attempts to identify underlying variables, or factors, that explain the pattern of correlations within a set of observed variables. Factor analysis is often used in data reduction to identify a small number of factors that explain most of the variance observed in a much larger number of manifest variables. Factor analysis can also be used to generate hypotheses regarding causal mechanisms or to screen variables for subsequent analysis.4.1.2 Kaiser-Meyer-Olkin test (KMO):

The Kaiser-Meyer-Olkin Measure of Sampling Adequacy is a statistic which indicates the proportion of variance in the variables which might be caused by new factors. Kaiser-MeyerOlkin (KMO) measure of sampling adequacy The inter-item correlation matrix should result in a positive relationship between each of the items and also Kaiser-Meyer-Olkin measure of sampling adequacy (small value of KMO indicates factor analysis is inappropriate) were used to validate the use of factor analysis.

4.1.3 Bartlett's Test:

Bartlett's test is used to test if k samples have equal variances. Equal variances across samples are called homogeneity of variances. Some statistical tests, for example the analysis of variance, assume that variances are equal across groups or samples. The Bartlett test can be used to verify that assumption. Bartlett's test is sensitive to departures from normality. That is, if your samples come from non-normal distributions, then Bartlett's test may simply be testing for non-normality


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DESCRIPTIVES VARIABLES=Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25 DESIGNATION GENDER AGE MARITALSTATUS RUALIICATION SERVICE /STATISTICS=MEAN STDDEV VARIANCE RANGE MIN MAX SEMEAN KURTOSIS SKEWNESS.

DescriptiveDescriptive Statistics N Statistic Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 Range Statistic 4.00 4.00 4.00 4.00 4.00 2.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Minimum Statistic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maximum Statistic 5.00 5.00 5.00 5.00 5.00 3.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Mean Statistic 2.4500 2.1400 2.4100 2.3100 1.9550 1.6000 2.0350 2.2350 3.0900 2.3900 2.4150 1.9450 1.8900 2.3050 2.6800 3.2150 3.1650 Std. Error .10119 .08084 .09725 .09006 .06352 .04755 .06923 .07861 .09111 .08589 .08515 .06269 .07887 .07674 .11664 .08678 .08704 Std. Deviation Variance Statistic 1.43099 1.14321 1.37527 1.27358 .89834 .67250 .97906 1.11174 1.28849 1.21461 1.20417 .88651 1.11540 1.08529 1.64961 1.22732 1.23100 Statistic 2.048 1.307 1.891 1.622 .807 .452 .959 1.236 1.660 1.475 1.450 .786 1.244 1.178 2.721 1.506 1.515


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Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23

200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00

2.9300 3.0700 1.9950 3.3800 1.9250 2.8050 2.1300 2.2650 2.4050 2.5450 3.0450 2.8350 2.4950 2.4950 2.0200 2.1200 2.4550 2.3700 2.4250 2.4250 2.4200 2.1800 2.1500 2.1900

.08580 .09707 .07941 .10237 .05668 .10314 .06884 .09283 .09927 .10885 .11847 .08988 .07989 .09720 .06219 .07352 .08705 .09278 .09173 .10549 .09005 .07758 .07324 .07713

1.21345 1.37278 1.12307 1.44778 .80162 1.45863 .97357 1.31278 1.40386 1.53942 1.67541 1.27116 1.12976 1.37456 .87947 1.03971 1.23108 1.31214 1.29722 1.49181 1.27346 1.09710 1.03579 1.09080

1.472 1.885 1.261 2.096 .643 2.128 .948 1.723 1.971 2.370 2.807 1.616 1.276 1.889 .773 1.081 1.516 1.722 1.683 2.226 1.622 1.204 1.073 1.190


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R24 R25 DESIGNATION GENDER AGE MARITAL STATUS QUALIICATION SERVICE Valid N (listwise)

200 200 200 200 200 199

4.00 3.00 1.00 1.00 2.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00

5.00 4.00 2.00 2.00 3.00 2.00

2.1450 2.1850 1.5000 1.0550 2.7050 1.0653

.06851 .06264 .03544 .01616 .03670 .01756

.96885 .88583 .50125 .22855 .51896 .24772

.939 .785 .251 .052 .269 .061

200 200 199

3.00 3.00

1.00 1.00

4.00 4.00

2.3850 2.4000

.07322 .08144

1.03544 1.15180

1.072 1.327

Table No 4.1.1 Descriptive statistics for mean, standard deviation and variancesDescriptive Statistics Skewness Statistic Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 .678 1.332 .810 1.081 1.685 .681 1.455 1.385 -.041 1.118 .777 Std. Error .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 Kurtosis Statistic -.946 1.107 -.643 .058 3.526 -.621 2.342 1.234 -1.290 .123 -.457 Std. Error .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342


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Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17

1.638 1.273 1.298 .218 -.385 -.221 -.155 .120 1.042 -.325 1.083 .432 1.254 .805 .725 .395 .323 .077 .773 .568 1.080 1.004 .725 .893

.172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172

3.592 .893 .977 -1.649 -.996 -1.153 -1.225 -1.226 .212 -1.301 2.544 -1.316 1.418 -.473 -.751 -1.450 -1.559 -1.414 -.303 -.932 1.820 .237 -.523 -.424

.342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342


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R18 R19 R20 R21 R22 R23 R24 R25 DESIGNATION GENDER AGE MARITAL STATUS QUALIICATION SERVICE Valid N (listwise)

.857 .472 .881 1.113 1.202 1.141 1.245 .942 .000 3.933 -1.541 3.545 -.004 .367

.172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172

-.480 -1.394 -.384 .611 1.360 .754 1.550 .278 -2.020 13.608 1.483 10.674 -1.198 -1.337

.342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .343 .342 .342

Table No 4.1.2 Descriptive statistics for skewness and kurtosis

Refer annexure 3 for below variable:Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

FACTOR/VARIABLES Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 /MISSING MEANSUB /ANALYSIS Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 /PRINT INITIAL KMO EXTRACTION ROTATION /FORMAT BLANK (.6) /PLOT EIGEN


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/CRITERIA FACTORS (3) ITERATE (25) /EXTRACTION PC /CRITERIA ITERATE (25) /ROTATION VARIMAX /SAVE REG (ALL) /METHOD=CORRELATION.

4.1.4 Factor Analysis for first dimensionKMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .656 825.113 153 .000

Table No 4.1.4.1 KMO and Bartletts Test for Dimension 1INTERPRETATION

The KMO statistics varies between 0 and 1. A value of 0 indicates that the sum of partial correlations is large relative to the sum of correlations, indicating diffusion in the pattern of correlations (hence factor analysis is likely to be inappropriate). A value close to 1 indicates that patterns of correlations are relatively compact and so factor analysis should yield distinct and reliable factors. Kaiser recommends accepting values greater than 0.5 as acceptable. For these data the values is .656, which is good Bartletts measure tests the null hypothesis that the original correlation matrix is an identity matrix. For factor analysis to work we need some relationship between variables and if the Rmatrix were an identity matrix ten all correlation coefficient would be zero. Therefore, we went to be significant test. It tells that R- matrix is not an identity matrix. For these data, Bartletts test is highly significant (p

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