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CHAPTER-1
INTRODUCTION
1.1HISTORY
The Dayanand Medical College is positioned in Ludhiana, Punjab. Established in the year 1964, this
institution is also known as DMCH and now rated among the top medical colleges in India. The hospital
is comprised of 1000 bed for the patients and is affiliated to the Baba Farid University of Health Sciences,
Faridkot, India. Over 1,000 faculty members are there in Dayanand Medical College, Ludhiana. All the
departments of this medical college offer 24*7 services. This is a privately managed institution and has a
top quality hospital which is centrally located at Tagore Nagar Civil lines area. Dayanand MedicalCollege, Ludhiana programs are available for undergraduate, postgraduate and nursing students.
Dayanand Medical College, Ludhiana accommodates students irrespective of cast and culture. In fact, the
students' body represents almost all the states of the country. Along with Theoretical Training excellent
hands on training is also available for the students. Students' progress is continuously measured at the
Academic Deans office at Dayanand Medical College, Ludhiana.
Dayanand Medical College & Hospital (DMCH) Ludhiana, Punjab, India is a 1326 bedded (Inclusive 800
teaching beds) tertiary care teaching hospital in North India. The institution has an imposing complex ofmodern buildings and is equipped with all kinds of modern facilities for providing excellent care to the
patients and training to the undergraduate and postgraduate students. All the clinical departments, along
with the diagnostic laboratories provide round-the-clock service at the campus.
1.2 MCI RECOGNITION
The institution is duly recognized by Medical Council of India for the MBBS course as well as several
specialty and super specialty courses.
1.3AFFILIATION
The college is affiliated to the Baba Farid University of Health Sciences, Faridkot, and Punjab.
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1.4 VISION
We aim to establish our selves as one of the best center providing the ethical care with humanitarian touch
at an affordable price
1.5 MISION
To put the patient first in everything we do.
1.6 COURSES OFFERED
1.7 MBBS COURSE:
In the MBBS course, 70 students are admitted every year through the PMET conducted by the Baba
Farid University of Health Sciences, Faridkot, and Punjab.
1.8 MD/MS POSTGRADUATE COURSES:
The College is duly recognized for the following courses:
1. Anatomy
2. Biochemistry
3. Physiology
4. Pathology
5. Pharmacology6. Medicine
7. Microbiology
8. Surgery
9. Obstetrics & Gynecology
10. Pediatrics
11. Dermatology & STD
12. Ophthalmology
13. Otolaryngology14. Orthopedics
15. Anesthesiology
16. Radio-diagnosis
17. Psychiatry
18. Community Medicine (SPM)
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1.9 PG Diploma Courses:
1. Pediatrics (DCH)
2. Obstetrics and Gynecology (DGO)
3. Anesthesia (DA)
4. Otolaryngology (DLO)
1.9 Super Specialties Courses:
1. Cardiology (DM)
2. Gastroenterology (DM)
3. Neurology (DM)
4. Plastic Surgery (MCh)
5. Neuro Surgery (MCh)
6. Cardiothoracic & Vascular Surgery (MCh)
7. Urology (MCh)
1.10 Facilities & Services
DMCH is the only institution in North India, which has an entire floor ofIntensive Care Units (ICUs)
with 157 bedsincorporating all the critical care areas. Notable ICUs are:
1. Intensive Coronary Care Unit
2. Medical ICU
3. Surgery ICU
4. Neurosurgery ICU
5. Stroke unit
6. Pulmonary Critical Care Unit (PCCU)
7. Pediatric and Neonatal ICU
8. Burn ICU
Special care facilities for burns, neonates, thalassemia and cancer patients.
1.11 Hero DMC Heart Institute (HDHI)
Non-Invasive Cardiology:
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The diagnostic equipment includes:
3D Echocardiography
Stress ECHO/Contrast ECHO
Peripheral Vascular Doppler Studies
Holter Monitoring System
Treadmill Testing (TMT)
SPECT-CT Gamma Camera
Interventional Cardiology:
The institute has two digital Cath Labs managed by a team of five DM level consultants. The labs are
used to perform full range of invasive cardiology procedures such as:
Coronary, Peripheral, Renal and Carotid Angiography and Angioplasty
Mitral, Pulmonary and Aortic Valvuloplastomy
Permanent and Temporary Cardiac Pacemaker Implantation
Biventricular Pacemaker Implantation
AICD implantation / Combo Device implantation
Coil/Particle Embolization
PDA/ASD Closure
Radio Frequency Ablation
Electro Physiological Study
The department has earned for itself the reputation of being the best in the region and till December 31,
2010 more than 30,800 cath lab procedures have been performed by the department. It also imparts
training in DM (Cardiology) program.
Cardiothoracic Surgery:
The institute has three state-of-the-art operation theaters managed by a highly competent team of five
MCh Level cardiac surgeons and five cardiac anesthesiologists. The range of surgical procedures
performed includes:
Coronary Artery Bypass Grafting
Beating Heart Surgery
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Valve Replacement Surgery
Aortic Aneurysm and Dissection
Closed Heart Surgeries (PDA, CMV)
Surgery for congenital heart diseases
Thoracic & vascular procedures such as carotid endarterectomy
Combined procedures such as CABG + Valve Replacement, CABG + Carotid
Endarterectomy etc.
The department combines the latest innovations in medical electronics with high-class expertise of its
cardiac surgeons. The technology employed is contemporary and the volumes handled in the region attest
this fact. Till December 31, 2010 more than 5100 surgeries have been performed by the department
achieving a success rate which is at par with that of leading centers around the world.
OPD and Indoor Services:
The institute is managed by renowned consultants, which includes 32 doctors supported by a staff of more
than 700, and a nursing staff of more than 200. Till December 31, 2010 more than 3, 64,000 patients have
benefited from our OPD services.
Nuclear Medicine:
SPECT-CT gamma camera, the only one of its kind in the region, is available in the institute. Nuclear
Medicine procedures permit determination of medical information that may otherwise necessitate more
expensive and invasive diagnostic tests.
Health Check-up:
To prevent heart disease before it develops, a Health Check-up Cell is in operation. Health check-up
packages are devised for early detection of coronary artery disease, especially for those who are in the age
group of 40 and above or those who are in the greater risk category.
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1.12 Future Projects:
A state-of-art cancer center is to be started shortly.
New urban health centre at Shimla Puri.
The institution has well-developed urban and rural health delivery systems, with residential facilities
for training of students and interns under the department of community medicine. Models for health care
delivery and Community Oriented Learning have been developed in these areas in addition to research on
community health problems, which has been widely acknowledged. Multi-purpose Dumra Auditorium is
adding a new dimension to the curricular and extracurricular activities of the students and staff alike.
DMCH, Ludhiana has come up by the dint of hard work and sincere efforts of the management,
administrators, faculty and staff as well as the co-operation of the students. The citizens of Ludhiana and
other places have always been kind in extending their helping hand in building up this institution. Above
all, the Central and State Governments and many dignitaries deserve gratitude for their co-operation and
help interest in the development of the College and the Hospital.
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CHAPTER-2
INTRODUCTION TO THE TOPIC
2.1 GRIVEANCE HANDLING OF EMPLOYE
Grievance can be defined as any discount or dissatisfaction with any aspect of the organization.
When a complaint remains unattended and the employee concerned feels a lack of justice and fair play,
then the dissatisfaction grows and assumes a status of grievance.
The concept Grievance has been variously defined by different authorities.
A grievanceis defined as a "cause for complaint, especially of unjust treatment". It may be the
dispute between the employer and the employee, between the two employees, etc. It is basically
any disagreement between two parties.
According to Jucius, a grievance 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 inequitable.
2.2 FORMS OF GRIEVANCE
A grievance may take any one of the following forms:
FACTUAL- A factual grievance arises when legitimate needs of the employees remain
unfulfilled, e.g. wage hike has been agreed but not implemented citing various reasons. These
grievances reflect the drawbacks in the implementation of the organizational policies.
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
be fog immediately. However , such grievance can have far-reaching consequences on the
organization because the employees are likely to develop an altogether negative attitude towards
the organization which decreases their effectiveness and involvement in work. DISGUISED- An employee may have dissatisfaction for reasons that are unknown to him. If
he/she is under pressure from family, friends, relatives, etc, he/she may reach the work spot with
a heavy heart. Hence, disguised grievances should also be considered since they do have far-
reaching consequences in case they are unattended and ignored.
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2.3 CAUSES
ECONOMIC- Wage fixation, overtime, bonus, wage, revision, etc. Employees may feel that
they are paid less when compared to others.
WORK ENVIRONMENT-Poor physical conditions of workplace, tight production norms,
defective tool and equipment, unfair rules, etc.
SUPERVISION-Relates to the attitude of the supervisor towards the employee such as
perceived notions of bias, favoritism, nepotism, caste, affiliations, etc.
WORK GROUP-Employee is unable to adjust with his colleagues suffers from the feeling of
neglect, victimization and becomes an object or ridicule and humiliation, etc.
MISCELLANEOUS-These include issues relating to certain violation in respect ofpromotion, safety methods, transfer, fines, etc.
2.4 EFFECTS
Grievance, if they are not identified and redressed, may adversely affect workers, managers and the
organization as a whole. The effects are:
On Production includes:
Low quality of production.
Low quantity of production and productivity.
Increase in the wastage of material, spoilage/breakage of machinery.
Increase in the cost of production per unit.
On the Employees:
Increases the rate of absenteeism and turnover.
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accident.
Reduces the level of employee morale.
On the Managers:
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increases indiscipline cases.
Increase in unrest and thereby machinery to maintain industrial peace.
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2.5 GRIVEANCE HANDLING PROCEDURE
The grievance procedure is one of the most important means available for employees to express their
dissatisfaction. It is also a means available to management to keep a check or relevant diagnostic data on
the status of the organizations health.
The formal mechanism for dealing with workers dissatisfaction is called the grievance procedure. It is
generally a formal system of several steps through which an affected employee can take his grievance to
successively higher levels of management for redressal.
In small organisation, communication, knowledge and contact is possible to a much greater extent, thus
reducing the need for a formal grievance procedure.
2.6 NEED FOR A GRIEVANCE PROCEDURE
Thus, grievances affect not only the employees and the managers but also the organization as a whole. In
view of these adverse effects, the management has to identify and reduce the grievances in a prompt
manner. If the grievances are left ignored and unattended, there is a danger that these grievances may
result in collective disputes. Hence, it is essential to have a proper grievance handling procedure for the
smooth functioning of the organization.
2.7 GRIEVANCE HANDLING PROCEDURE IN DMCH
Dayanand Medical College and hospital, is positioned in Ludhiana, Punjab. Established in the year 1964.
This institution is also known as DMCH and now rated among the top medical colleges in India. All the
departments of this medical college offer 24*7 services.This is a privately managed institution and
has a top quality hospital which is centrally located at Tagore Nagar Civil lines area. The HR/IR
department is the strongest part of the DMCH. This department handles everything related to the workers,
organization, etc. the department is handled by Mrs. Bupinder kaur (HR/IR Manager) and Mr. Salamdin
(Deputy Manager).
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Chapter3
REVIEW OF LITERATURE
Robbins (2005):- Individual consideration on certain issue is based on their personality which
rooted by heredity (for example gender, muscle reflexes and energy level), environment (for
example culture that form individual personality) and situation.
Rose, (2004):-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 dispu te.
Pervin and John (2001):- Personality represents those characteristics of the person that account
for consistent patterns of feeling, thinking and behaving. Personality may represent a persons
value judgment. A person may have a good personality or bad personality according to his or her
belief, culture and surrounding environment. In handling grievances, supervisors may use
different styles of resolution according to their perception and understanding on grievance issues
referred to them. They too may resolve grievances in a bad and good way, due to their
personality.
Salamon (2000):- Has distinguished workers conflict into three different forms which are
complaint, grievance and dispute. Complaint is workers dissatisfaction expressed not in a
procedural way and grievance is workers complaint presented formally and triggers through the
procedural machinery. When workers grievance cannot resolve through organizational
machinery, it will become disputed.
John and Sanjay (1999):- Supported the reliability of Big Five in measuring individuals
personality. They indicated that these five dimensions have represented personality at the
broadest level of abstraction. Each dimension summarized a large number of distinct and more
specific defining personality characteristics. In TDA, five dimensions of personality that being
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measured are extraversion, agreeableness, conscientiousness, emotional stability and
imagination.
DCruz (1999):-Thus, an employee who has a grievance need not go from pillar to post, not
knowing where to go or whom to approach. The guideline should also provide for an avenue of
appeal, if he fails to get satisfaction from the immediate superior whom he has approached.
Rollin son (1996):-Has identified that complaints are quite common and only extends to taking-
up a matter informally with a supervisor.
Rahim & Magner (1995):-Avoiding style is associated with low concern for self as well as for
the other party involved in conflict. It has been associated with withdrawal, passing-the-buck,
sidestepping or see no evil, hear no evil, speak no evil situations.
Klaas & Thomas (1994):-The failure to file a grievance across an extended period of time is
likely to be proxy for being unwilling to engage in grievance activity. The worker has the right to
be represented by his union, if he is a union member. Grievances resolved at a lower level should
end there, and should not be re-submitted to a higher3level for reconsideration or review.
Gani (1993):-In his study stated that the core of the Quality of Work Life concept is the value of
treating the worker as a human being and emphasizing changes in the socio-technical system of
thorough improvement, in physical and psychological working environment, design and redesign
of work practices, hierarchical structure and the production process brought with the active
involvement of workers in decision making.
Kumar and Tripati (1993):-Quality of Work Life is a philosophy of management that
believes co-operative relationship between employees and managers and also believes that
every employee has the ability and right to offer his intelligence and useful inputs into decisions
at various levels in the organizations. Quality of Work Life is a process to involve employee at
every level of the organizations in the decision about their work and workplace. It refers to
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the intended outcomes of practicing above philosophy and process with improvements in
working condition, working27environment, working climate or work culture. The process
brings ultimate benefit to individual employee as well as to the organizations through
individual development and increasing quality and productivity respectively.
Jain (1991):-Quality of Work Life represents a blending of motivational factors of work, socio-
technical system etc. which are of very real concerns for human values in todays society with
awareness that all individuals devote the greater part of their mature lives to the work,
Spending time, energy and physical and mental resources to this endeavor. Moreover, it
recognizes that, work is the chief determinant of an individuals freedom, growth and self respect
as well as his or her standard of living. Quality of Work Life denotes the experienced goodness
of working in theorganisational settings
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.
ManteMeija & Enid, (1991):-Normally, an organization establishes a grievance procedure to
give an avenue to the employee to file his other dissatisfactions. The establishment of grievanceprocedure is in line with the principle of due process which guarantees the application of
procedural justice and ethical decision making in an organization. Following this reasoning, the
grievance procedure can be viewed as high-involvement or problem-solving work practice. Apart
from being a medium for the resolution of conflicts, an effective grievance system can serve as a
monitoring system for detecting any undesirable situation arising in the organization.
Keith (1989):-Quality of Work Life refers to the favorableness or unfavourableness of a job
environment for people. The basic purpose in this regard is to develop jobs aiming at Human
Resource Development as well as production enhancement.
Green (1987):-The need for grievance procedure is essential if the problems that arise are not
satisfactorily dealt with or are dealt within inconsistent manner.
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Sekharan (1985):-Observes that, historically the concept of Quality of Work Life had originally
included only the issues of wages, working hours, and26working conditions. However, the
concept has now been expanded to include such factors as the extent of workers involvement in
the job, their levels of satisfaction with various aspects in the work environment, their perceived
job competence, accomplishment on the job etc.
Dalton & Todor (1982):- The existence of this procedure can be interpreted to support the
industrial relations perspective that conflict in the employment relationship is widespread and
enduring.
Cohen and Rosenthal (1980):- Describes Quality of Work Life as an Intentionally
designed effort to bring out increased labour management, and cooperation to jointly solve the
problem of improving organizational performance and employee satisfaction.
Walton (1974):- Attributes the evolution of Quality of Work Life to Various phases in history.
Legislations enacted in early twentieth century to protect employees from job-injury and to
eliminate hazardous working Conditions, followed by the unionization movement in the 1930s
and 1940sWere the initial steps in this direction.
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Chapter4
OBJECTIVES OF THE RESEARCH
4.1 OBJECTIVE OF THE STUDY
1. To analyze the various issue occurring in DMCH.
2. To analyze the impact of grievance to the employees.
3. To analyze the perception of the employees about the grievance handling procedure in DMCH.
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Chapter- 5
RESEARCH METHODOLOGY
5.1 MEANING OF METHODOLGY
Methodology makes the most important contribution towards the enrichment
of the study. In a research there are number of methods and procedures to be applied but
it is the nature of the problem under investigation that determines the adaptation of a
particular method for all studies method selected should Always be appropriate is the problem under
investigation
5.2 NEED FOR RESEARCH METHODOLOGY:
Research design is needed because it facilities the smooth sailing of the various research operation,
thereby making research as efficient as possible yielding maximum information with minimum
expenditure of effort, time and money
5.3 DATA COLLECTION METHOD:-
SURVEY METHOD-:
Data maybe obtained either from the primary sources or the secondary sources by seeing the objective
to be achieved. A primary source is one in which one itself collects the data. A secondary source is that
Makes in which one available data which were collected by some other agency.
1. Primary data:-
The main research instrument is the primary data THEQUESTIONNARE.This is the most common
Instrument in collecting the primary data, which was used for fulfilling our objectives. The data will be
collected with the help of the questionnaire that will be administrated on employees of DMCH, LDH.
2. Secondary data:-The secondary data will be obtained from Internet and from various books. The Secondary source was
used to gain basic and extra information regarding Performance Appraisal of employee .
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In analyzing the data collected using questionnaire, the researcher used descriptive tables and chi -square
statistical tools which is used in testing two random samples.
Chi- square is given as:
X2= (O-E)2
E
Where X2= Chisquare
O = Observed frequency
E= Expected frequency
=Summation of the frequency
The text is based strictly based on primary data gotten from the use of questionnaire.
Decision Rule: Reject Null Hypothesis if calculated value of (X2) is less than the critical value.
The Degree of freedom = (n-1) (k-1)
Where DF = Degree of freedom
n = Number of Rows k = Number of Column
5.4 RESEARCH QUESTION/ HYPOTHESIS
In pursuit of the objective of identifying the effectiveness and workability of corporate social
responsibility the following hypothesis have been formulated, which intend to test in the course of this
study:
H0: The organization involvement in performance appraisal does not have an effect on the company
Ha: The organization in performance appraisal activity has effect on the company and its host
community.
H0: Company Performance Appraisal system does not enhance organization productivity and globalstandard.
Ha: Company Performance Appraisal system enhances organization productivity and global standard
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5.5 SAMPLING DESIGN AND DETERMINATION OF SAMPLE SIZE
For the research, simple random sampling method was adopted. It is also known as chance
sampling or probability sampling where each and every item in the population has an equal
chance of inclusion in the sample. Since the population is finite one, application of statistical
formula becomes imperative in determining the sample size according to Okeke can be
determined by using Yaro Yamini Formula:
n = N
___________________
1+ N (e)2
Where n= Sample size
N = Population of the study
e = Tolerable error (5%)
n = 120
___________
1 + 120(0.05)2
Where n = Element within the sample frame i.e. number allocated to each employees.
n = sample or proportion of the universe used for the study (total sample size)
n = 120
____________
1 + 120(0.0025)
n = 120
____________
1 + 0.3
n = 120
____________
1 .3
= 92 .307
n = 92
Using Bourelys proportional allocation formula:
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n = n (n)
_______
N
5.6 PERIOD OF STUDY
I have done the training including survey completion of Project within the period of 3 months.
5.7 ANALYSIS OF THE STUDY
My analysis of the Performance Appraisal among the employee. In which information regarding to
the employee are represented in table and pie chart from and their responses are also represented in
pie chart form.
5.8 SCOPE FOR FURTHER STUDYThe study provides an insight into the most crucial problem of human recourse management that is
performance appraisal of employee. The study includes various strategies adopted and proposed
which provides a clear understanding of the study to various factors related to the employee
satisfaction. A good understanding of the study and usage of its suggestion can help a great deal to the
employers to reduce attrition rate.
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CHAPTER-6
DATA ANALYSIS AND INTERPRETATION
Descriptive analysis of the each question-:
Table.1 How often you face grievance in your organization?
Particulars No. of respondents % age of respondents
Mostly 50 55%
Rarely 20 21 %
Sometime 12 13%
Not at all 10 11%
Fig.1
INTERPERTATION
55% of the employees said that they are mostly faced the grievance in the organization. And
21% employees said that they have very rarely faced the grievance in the organization and just
11% employees said that they never face the any type of the grievance in the organization.
55%
21%
13%
11%
Mostly
Rarely
Sometime
Not at all
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Table .2 Have you ever faced grievance related to performance appraisal process?
Particulars No. of respondents % age of respondents
Yes 60 66%
No 20 21 %
Cant say 12 13%
Fig . 2
INTERPERTATION
From above table 60 respondents with 66% are faced grievance related to performance appraisal,
20 respondents with 21% are not faced grievance related to performance appraisal and 12
respondents with 13% are cant say any thing about the grievance related toperformanceappraisal.
66%
21%
13%
Yes
No
Cant say
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Table .3 Is the decision taken by the top management related to your grievance is
satisfaction?
Particulars No. of respondents % age of respondents
Mostly 40 44%
Rarely 20 21 %
Sometime 22 24%
Not at all 10 11%
Fig . 3
INTERPERTATION
From the table 40 respondents with 44% employees are mostly satisfied with the top
management grievance, 20 respondents with 21% employees are rarely satisfied with the top
management, and 11% employees are not satisfied to the top management. And 24% employees
are sometime satisfied with the top management in the organization.
44%
21%
24%
11%
Mostly
Rarely
Sometime
Not at all
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Table .4 How do you express your grievance?
Particulars No. of respondents % age of respondents
Discuss 20 22%
Written letter 60 65 %
both 12 13%
Fig . 4
INTERPERTATION
From the table 60 respondents with 65% are employees are express the grievance by the written
letter , 20 respondents with 22% employees are express the grievance by the discussion, 12
respondents with 13% employees are use the both the way to express the grievance in the
organization.
22%
65%
13%
Discuss
Written letter
both
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Table .5 Does it affect the hospital peace and harmony?
Particulars No. of respondents % age of respondents
Yes 60 66%
No 12 13 %
Cant say 20 21%
Fig . 5
INTERPERTATION
66% employees say that grievance affects the hospital peace and harmony, and 13% employees
said that they have no knowledge about that type of the situation.
66%
13%
21%
Yes
No
Can'tsay
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Table .6 how much times your superior takes on a complaint?
Particulars No. of respondents % age of respondents
1-2 days 62 65%
Many days 15 17%
Not solved 5 7%
Depend upon level 10 11%
Fig . 6
INTERPERTATION
From the table 60 respondents with 65% are said that problem solve in 1-2 days by the superior,
17% employees said that the superior get the many time to solve the problem, and 7% employees
says that never solve the problem and 17% employees says that its totally depend upon the level
of the organization.
65%
17%
7%
11%
1-2 days
Many days
Not solved
Depend upon level
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Table .7 Does the grievance affect your commitment and belongingness towards the
organization?
Particulars No. of respondents % age of respondents
Yes 70 77%
No 5 8%
Cant say 11 15%
Fig . 7
INTERPERTATION
77% employees said that the grievance affect the commitment and belongingness toward the
organization. And 8% employees said that the grievance never affect the commitment and
belongingness to the organization. And 15 % employees does not said that any thing about the
grievance in the organization.
77%
8%
15%
Yes
No
Can't say
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Table .8 does the level of management effective in grievance handling?
Particulars No. of respondents % age of respondents
To a certain extent 20 21%
To a satisfaction 60 66 %
Not at all 12 13%
Fig . 8
INTERPERTATION
In the management level 66% effective to a satisfaction and the 21% directly effect the to a
certain extent. And just 13% said that they can never effective in the management in the
organization.
21%
66%
13%
To a certain extent
To a satisfaction
Not at all
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Table .9 Does the total workload change during the last three years?
Particulars No. of respondents % age of respondents
Workload has decreased 80 88%
Remained the same 10 11 %
Workload has increased 2 1%
Fig . 9
INTERPERTATION
88% employees said that workload has to decrease in the last three year and just 1% employees
said that the workload has to increase in the last three year and the 11% employees said that the
workload has to remain the same as the current year and the last years.
88%
11%
1%
Workload has decreased
Remained the same
Workload has increased
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Q.10 Does it affect your enthusiasm and morale?
Particulars No. of respondents % age of respondents
Strongly Agree 13 14%
Agree 50 54 %
Indifferent 0 0%
Disagree 29 32%
Strongly Disagree 0 0%
Source: Field Survey, 2013.
Using x2
= 92 = 23
4
x2
= ( o- e)2
e
O E O -E ( O-E)2 ( O-E)
E
13 23 -10 100 4.35
50 23 27 729 31.7
00 23 -23 529 1
20 23 -3 9 0.39
00 23 -23 529 1
X2
calculated = 38.44
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Level of significance = 5%
Degree of freedom = n-1 = 5-1 = 4
X2=
9.488 at degree of freedom (0.05) level of significance.
DECISION RULE:
Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for
four degree.
CONCLSION
Based on the above analysis, the researcher rejects the null hypothesis( Ho) and accepts the
alternative hypothesis (Ha) we therefore conclude that affect does not purely based on grievance
handling procedure.
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Q.11 Whom does you report/share if you have any grievance?
Particulars No. of respondents % age of respondents
Superior 44 48%
Colleagues 16 18 %
Function head 10 10%
Head of HR
department
22 24%
Source: Field Survey, 2013.
Using x2
= 92 = 30.6
3
x2 = ( o- e)2
E
O E O -E ( O-E)2 ( O-E)
E
44 30.6 13.4 179.56 5.87
16 30.6 -14.6 213.16 6.97
10 30.6 -20.6 424.36 13.9
22 30.6 -8.6 73.96 2.42
X2
calculated = 29.16
Level of significance = 5%
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Degree of freedom = n-1 = 4-1 = 3
X2=
9.488 at degree of freedom (0.05) level of significance.
DECISION RULE:
Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for
four degree.
CONCLSION
Based on the above analysis, the researcher rejects the null hypothesis( Ho) and accepts the
alternative hypothesis (Ha) we therefore conclude that the performance appraisal is
helpful for improving personnel skill.
HYPOTHESIS TWO
Ho: The performance appraisal system do not helps to identify the strength and weakness of the
employee.
Ha: The performance appraisal system helps to identify the strength and weakness of the
employee.
A response to Hypothesis Two.
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Q.12 Is work culture is supportive in your organization?
Particulars No. of respondents % age of respondents
Mostly 50 44%
Rarely 20 21 %
Sometime 12 13%
Not at all 10 11%
Source: Field Survey, 2013.
Using x2
= 92 = 30.6
3
x2
= ( o- e)2
E
O E O -E ( O-E)2 ( O-E)
2
E
50 30.6 19.4 376.36 12.3
20 30.6 -10.6 112.36 3.67
12 30.6 -18.6 345.96 11.3
10 30.6 -20.6 424.36 13.9
X2
calculated = 41.17
Level of significance = 5%
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Degree of freedom = n-1 = 4-1 = 3
X2=
9.488 at degree of freedom (0.05) level of significance.
DECISION RULE:
Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for
four degree.
CONCLSION
Based on the above analysis, the researcher rejects the null hypothesis( Ho) and accepts the
alternative hypothesis (Ha) we therefore conclude that the performance appraisal is
helpful for improving personnel skill.
HYPOTHESIS TWO
Ho: The performance appraisal system do not helps to identify the strength and weakness of the
employee.
Ha: The performance appraisal system helps to identify the strength and weakness of the
employee.
A response to Hypothesis Two.
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Q.13 Most of your grievance are related to?
Particulars No. of respondents % age of respondents
Work environment 40 44%
Supervision 20 21 %
Work group 12 13%
Economic 10 11%
Social injustice 10 11%
Source: Field Survey, 2013.
Using x2
= 92 = 23
4
x2
=
( o- e)2
E
O E O -E ( O-E)2 ( O-E)
E
40 23 17 289 12.6
20 23 -3 9 0.39
12 23 -11 121 5.26
10 23 -13 169 7.35
10 23 -13 169 7.35
X2
calculated =32.95
Level of significance = 5%
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Degree of freedom = n-1 = 5-1 = 4
X2=
9.488 at degree of freedom (0.05) level of significance.
DECISION RULE:
Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for
four degree.
CONCLSION
Based on the above analysis, the researcher rejects the null hypothesis (Ho) and accepts the
alternative hypothesis (Ha) we therefore conclude that the performance appraisal is
helpful for improving personnel skill.
HYPOTHESIS TWO
Ho: The performance appraisal system do not helps to identify the strength and weakness of the
employee.
Ha: The performance appraisal system helps to identify the strength and weakness of the
employee.
A response to Hypothesis Two.
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Q.14 How often your complaints and grievances being taken care off?
Particulars No. of respondents % age of respondents
Mostly 60 65%
Rarely 20 21 %
Sometime 10 11%
Not at all 2 3%
Source: Field Survey, 2013.
Using x2
= 92 = 30.6
3
x2
= ( o- e)2
E
O E O -E ( O-E)2 ( O-E)
E
60 30.6 29.4 864.36 28.2
20 30.6 -10.6 112.36 3.67
10 30.6 -20.6 424.36 13.9
2 30.6 -28.6 817.96 26.7
X2
calculated = 72.47
Level of significance = 5%
-
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Degree of freedom = n-1 = 4-1 = 3
X2=
9.488 at degree of freedom (0.05) level of significance.
DECISION RULE:
Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for
four degree.
CONCLSION
Based on the above analysis, the researcher rejects the null hypothesis (Ho) and accepts the
alternative hypothesis (Ha) we therefore conclude that the performance appraisal is
helpful for improving personnel skill.
HYPOTHESIS TWO
Ho: The performance appraisal system do not helps to identify the strength and weakness of the
employee.
Ha: The performance appraisal system helps to identify the strength and weakness of the
employee.
A response to Hypothesis Two.
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Q.15 Are you satisfied with the exiting grievance handling system of DMC&H?
Particulars No. of respondents % age of respondents
Mostly 70 75%
Rarely 10 11 %
Sometime 10 11%
Not at all 2 3%
Source: Field Survey, 2013.
Using x2
= 92 = 30.6
3
x2
= ( o- e)2
E
O E O -E ( O-E)2 ( O-E)2
E
70 30.6 39.4 1552.36 50.7
10 30.6 -20.6 424.36 13.9
10 30.6 -20.6 424.36 13.9
2 30.6 -28.6 817.96 26.7
X2
calculated = 105.2
Level of significance = 5%
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Chapter -7
7.1 Findings of the study
These finding are based on the personal interview with the help of the questionnaire and
from the personal observation. These are: -
Majority of the worker feel that they work in comfortable surroundings, whereas some loopholes
are there in sanitation measure.
1) Half of the workers are not satisfied with ventilations and hygiene measures.
2) The concept of flexible working hours has not been implemented uniformly.
3) Some employees have not been provided with safety equipment.
4) Washing facilities have not been adequately provided separately for men and women.
5) In some cases, facility for sitting at the place of work has not been provided to the
employees.
6) Both first aid and ambulance facility are not provided in all the cases.
7) There appear to be no regular schedule for holding of cultural events.
8) Almost 1/5 of employees are not satisfied with the medical facilities concerning their
families.
9) Half of the employees are not aware of the existence of suggestion / complaints box.
7.2 LIMITATIONS OF THE STUDY
The following are the limitation faced during the project work:-
1. The biggest limitation which I any HR trainee has to face in DMCH Ludhiana that no
proper training is provided to HR Students. That place is good for Engineering and
Food Technology students only as far as Summer Training is concerned.
2. Permission for conducting a proper survey was not given.
3. Sufficient time was not given to me to understand the exact nature and the concept of
labour welfare.
4. The Whole of the Staff was less Cooperative with me.
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7.3 SUGGESTIONS
The following suggestions are made on the expectations made by the workers from the
organization, the changes they want to have in the organization and on some personal
observation. The suggestions are as under:-
1) The concept of flexible working hours should be implemented uniformly.
2) Required safety equipment should be provided to all the employees.
3) The system of medical checkups needs to be streamlined to ensure 100% medical checkups.
4) Cultural and recreational facilities should be provided in an organized manner.
5) Separate washing facilities should be provided for men and women.
6) First aid and ambulance facilities should be provided in all the cases and all employees be
made aware about the same.
7) Company should ensure that reasonable rates charged in the canteen.
8) Sitting facility should be provided in respect of all the workers.
9) Some loopholes are there in hygiene and sanitation measures which should be removed by
taking required actions, by the welfare department.
Proper quality of products should be provided in the canteen, to the satisfaction of all the
employees
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BIBLIOGRAPHY
BOOKS:-
1. Mustsuddi Indrani , Essential Of Human Resources Management, 11th
edition, New
Age International Publisher,2011
2. Rao V.S.P, Human resource Management, 4th edition, Excel Publication, 2009.
3. Kothari C.R, Research Methodology,1st Edition, New Age International Ltd., New
Delhi,1985
4. Joshi Rosy, Gupta Shashi K. Human Resource Management, 4thedition, Kalyani
Publishers, 2010.
5. Carroll, Archie B. (2013)Business and Social Science Correlation Results between
Training and Grievance Handling Vol. 4 Issues 3, March 2013. . 129-130.
6. Davies, G Chun R. Da Silva R. The personification metaphor as a measurement
approach for corporate reputation. Corporation Reputation Review, 2001, 4(2): 113-27.
7. Weber, M (2008, August). The business case for corporate social responsibility: A
company-level measurement approach for Grievance handling. European Management
Journal, 26(4), 247-261.
8. Peer Federal Grievance Handling in the Sector. Source: Personnel Journal, 53, 11,
822-4, Nov 74.
9. VM Akuratiyagamage - 2004 - Journal of Management Research Year : 2004, Volume : 4, Issue
: ... of the study. Grievance, Commercial Bank Managers, Grievance Handling.
INTERNET RESOURCES-:
1. http://www.google.com/visited the month of Jan. ,2013
2. http://www.hr.com/visitedin the month of J Feb.,2013
3. http://www.wikipedia.comvisited in the month of March,2013
4. http://www.dmch.comvisited in the month of March and April 2013
http://www.google.com/http://www.google.com/http://www.hr.com/visitedhttp://www.hr.com/visitedhttp://www.wikipedia.com/http://www.wikipedia.com/http://www.dmch.com/http://www.dmch.com/http://www.dmch.com/http://www.wikipedia.com/http://www.hr.com/visitedhttp://www.google.com/ -
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Review of Literature-:
1. http://www.tfhrc.gov/pubrds/marapr00/safldrs.htm
2. Report of the Royal Commission on Labour (1931), Page.26.S.N Mishra, Labour and
Industrial Laws, General.
3. Armstrong M.1992. Personnel Management Practice.Kogan Page Ltd.London.
4. Warren C. 1990 Personnel Administration Mnual.Kogan Page Ltd.London.
5. www.shodhganga.inflibnet.ac.in/bitstream/10603/.../10_chapter%202.pdf
6. www.ijhssnet.com/journals/Vol._1_No._7_[Special.../32.pdf
7. www.internationalconference.com.my/.../PAPER_211_GrievanceHan.
8. www.un.org/en/pseataskforce/documents/hap_literature_review.pdf
9. www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organ
10.www.papercamp.com/group/...related...grievance-handling
11.www.indianjournals.com/ijor.aspx
http://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdfhttp://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdfhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdf -
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ANNEXURE
QUESTIONNAIRE FOR WORKERSNAME AGE
OCCUPATION
Q.1 Is work culture is supportive in your organization?
(a) Mostly
(b) Rarely
(c) Sometimes
(d) Not at all
Q.2 how often you face grievance in your organization?
(a) Mostly
(b) Rarely
(c) Sometimes
(d) Not at all
Q.3 Most of your grievance are related to?
(a) Work environment
(b) Supervision
(c) Work group
(d) Economic
(e) Social injustice
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Q.4 whom does you report/share if you have any grievance?
(a) Superior
(b) Colleagues
(c) Function head
(d) Head of HR department
Q.5 Are you satisfied with the exiting grievance handling system of DMC&H?
(a) Mostly
(b) Rarely
(c) Sometimes
(d) Not at all
Q.6 Have you ever faced grievance related to performance appraisal process?
(a) Yes
(b) No
(c) Cant say
Q.7 Is the decision taken by the top management related to your grievance is satisfaction?
(a) Mostly
(b) Rarely
(c) Sometimes
(d) Not at all
Q.8 Does it affect the hospital peace and harmony?
(a) Yes
(b) No
(c) Cant say
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Q.9 how do you express your grievance?
(a) Discuss
(b) Written letter
(c) Both
Q.10 Does it affect your enthusiasm and morale?
(a) Agree
(b) Strongly agree
(c) Disagree
(d) Strongly disagree
Q.11 how much times your superior takes on a complaint?
(a) 1-2 days
(b) Many days
(c) Not solved
(d) Depend Upon Level
Q.12 Does the grievance affect your commitment and belongingness towards the
organization?
(a) Yes
(b) No
(c) Cant says
Q.13 does the total workload change during the last three years?
(a) Workload has decreased
(b) Remained the same
(c) Workload has increased
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Q.14 does the level of management effective in grievance handling?
(a)To a certain extent
(b) To a satisfaction
(c) Not at all
Q.15 how often your complaints and grievances being taken care off?
(a) Mostly
(b) Rarely
(c) Sometimes
(d) Not at all
Q.16 Suggestion if any?