1

CHAPTER - I
INTRODUCTION

Today we are going to discuss grievances. So are you ready with
your list! I am sure you will have a long one. In fact we are so much used
to cribbing and complaining that we forget the good things of life. We
take them for granted!!All right enough of thought provocation!! Let us
begin with today's discussion. So what is your idea of a grievance?
Expressions such as problem, discontentment, deep problem etc. can be
used to describe a grievance. However please note that dissatisfaction or
discontent per se is not a grievance. They initially find expression in the
form of a complaint. When a complaint remains unattended and the
employee concerned feels a sense of lack of justice and fair play, the
dissatisfaction grows and assumes the status of a grievance.

Dissatisfaction:
Maybe defined as anything that disturbs an employee, whether or
not such unrest is expressed in word e.g. engineers and technicians may
be upset because they are suddenly instructed to observe regular hours.

Complaint:
It is a spoken or written dissatisfaction, brought to the attention of
the supervisor and the union leader. The complaint may or may not
2

specially assign a cause for dissatisfaction e.g. "four times this morning I
have had to chase around looking for the pliers".

Grievance:
It is simply a complaint, which has been formally presented in
writing, to a management representative or a union official. However for
most of the people, the word "grievance" suggests a complaint that has
been ignored, overridden or dismissed without due consideration.ILO
defines a grievance as a complaint of one or more workers related to:
Wages and allowance
Conditions of work
Interpretation of service conditions covering such as OT, Leave,
Transfer, Promotion, Seniority, Job Assignment & Termination of
Service" The National Commission on Labour Observed that
"Complaints affecting one or more individual workers in respect of
their workers
Wage payments, OT, Leave, Transfer Promotion, Seniority,
work assignment & discharges constitute grievances".

Let us examine another definition of grievance.
According to Michael Jucius, " A grievance can be any discontent
or dissatisfaction, whether expressed or not, whether valid or not, and
arising out of anything connected with the company that an employee
3

thinks, believes, or even feels as unfair, unjust, or inequitable."Let us
understand this definition. A grievance means any discontentment or
dissatisfaction in an employee arising out of anything related to the
enterprise where he is working.

It may not be expressed and even may not be valid. It arises when
an employee feels that something has happened or is going to happen
which is unfair, unjust or inequitable. Thus, a grievance represents a
situation in which an employee feels that something unfavorable to him
has happened or is going to happen. In an industrial enterprise, an
employee may have grievance because of long hours of work, non-
fulfillment of terms of service by the management, unfair treatment in
promotion, poor working facilities, etc. Now let us go a step further by
discussing the nature of grievance.

In recent years the nexus of industrial conflict has been subject to
a radical shift from collective disputes to individual disciplinary and
grievance issues. As days lost through strike action have dwindled there
has been a substantial growth in the number of claims to employment
tribunals. In 2005/6, the annual cost to the government of operating the
dispute resolution system in the UK was estimated to be 120mn while
the annual cost to employers of individual workplace disputes was
estimated at 290mn (Gibbons, 2007:7).
4

Consequently, increased focus has been placed upon procedures used
for handling discipline and grievance within UK workplaces. A key aim of
government employment policy has been to improve the effectiveness of
such procedures and provide both employers and employees with strong
incentives to resolve disputes in-house. This has centered on two key
measures, designed to strengthen processes of dispute resolution,
buttress individual employment rights and contain the growth of
employment tribunal applications.

Firstly, the right to accompaniment (by a work colleague or trade
union representative) within grievance and disciplinary hearings was
introduced in September 2000 as part of the Employment Relations Act
1999. It was hoped that by providing access to workplace
representatives, employees would be treated more fairly within grievance
and disciplinary processes. Moreover, effective representation was seen
as crucial in reducing workplace conflict and facilitating the successful
resolution of disputes between employers and employees, so reducing the
growing burden being placed on the employment tribunal system.
Secondly the Employment Act 2002 (Dispute Resolution) Regulations
introduced minimum statutory procedures for the handling of grievances
and dismissals.
5

However, hopes that procedural formalization would stem the
rising tide of employment tribunal applications have proved illusory. In
this context the Gibbons Review, commissioned by the government to
examine the operation of dispute resolution in the UK, marked a sea
change in thinking, concluding that over formalization of workplace
procedure was inhibiting, rather than facilitating, the resolution of
disciplinary and grievance issues. Not surprisingly, Gibbons
recommended the abolition of statutory dismissal and grievance
procedures and a renewed emphasis of workplace mediation and
conciliation. This recommendation has already been enacted in the
Employment Bill 2007/8 and reflected in a new draft Acas Code of
Practice on Disciplinary Procedures.

Interestingly, there has been little discussion as to the role of
companions and employee representatives within workplace dispute
resolution. Indeed it is barely mentioned by Gibbons. In theory,
accompaniment promotes both equity and efficiency. Individuals receive
much-needed support and advice at a difficult time, workplaces are
deterred from making excessively harsh decisions and the involvement of
a companion provides employers with a point of contact that encourages
the resolution of workplace disputes. However, to date, there is limited
6

evidence as to whether the right to accompaniment is achieving these
goals.

The Workplace Employment Relations Survey 2004 (WERS2004)
provided, for the first time, detailed data on the role of companions
within grievance and disciplinary processes in British workplaces and
measured the extent to which the statutory right to accompaniment was
being adhered to. However, analysis of this data (Saundry and Antcliff,
2006) suggested that not only was the application of the right uneven but
there was little evidence that it was a significant factor in reducing rates
of dismissal or disciplinary sanctions (see also Kersley et al., 2006).
While this analysis pointed to the broad significance of trade union
density and procedural formality in shaping disciplinary outcomes, it
concluded that detailed qualitative analysis was needed to explore the
process and patterns of workplace representation which constitute the
reality of employment practice within the workplace (Dickens et al.,
2005).

Historical development of the law relating to discipline and
grievance
Until relatively recently, there was no specific legislation governing
the operation of workplace discipline and grievance in the UK. Instead,
the handling of such issues was shaped by the framework of unfair
7

dismissal law introduced in the wake of the 1968 report of the Royal
Commission on Trade Unions and Workplaces' Associations (the
'Donovan Report'). At that time, individual disciplinary issues were a
significant trigger for collective industrial action. Donovan argued for the
introduction of an 'accessible, speedy, informal and inexpensive' system
of tribunals that could rule on workplace disputes and remove discipline
from the ambit of collective bargaining. To this extent, the application of
procedure was seen as a way of institutionalizing industrial conflict.
Consequently the introduction of a right not to be unfairly dismissed and
an expansion of the jurisdiction of industrial tribunals to consider
resulting claims were incorporated in the Labour governments White
Paper In Place of Strife and subsequently introduced by Edward Heath's
Conservative administration in the Industrial Relations Act 1971.
Although this was later repealed in 1974 by the incoming Labour
government, the provisions relating to unfair dismissal and Industrial
Tribunals were immediately retained within the Trade Union and Labour
Relations Act 1974 (and subsequently consolidated in the Employment
Rights Act 1996).

Under the Employment Protection Act 1975, employers were
obliged to include a note in the written particulars of terms of
employment of their employees, which set out details of any workplace
8

disciplinary procedures. In addition the note also had to specify how and
to whom a grievance or an appeal against a disciplinary decision could
be lodged. However, the legislation did not stipulate the scope, extent or
operation of such procedures. Moreover, those employers who did not
have written disciplinary and/or grievance procedures were not under
any obligation to introduce them.

In 1977 the Acas Code of Practice on Disciplinary Practice and
Procedures was introduced to provide guidance for employers and
employees. This code, while not legally binding, defined good practice.
Perhaps more importantly, it was used by Industrial Tribunals as a guide
as to what could be expected of a reasonable employer. Paragraph 11
summed up the essence of procedural fairness as follows:
Before a decision is made or imposed the individual should be
interviewed and given the opportunity to state his or her case and
should be advised of any rights under the procedure, including the
right to be accompanied.

Over time, failure to allow accompaniment at disciplinary
proceedings came to been seen as a breach of Natural Justice and hence
a fatal procedural flaw liable to render consequent dismissals unfair. Yet,
despite this there was neither a statutory right to accompaniment nor
any legislative provisions compelling workplaces to adopt formal written
9

disciplinary and grievance procedures. Indeed after the introduction of
the Employment Act 1989, firms with fewer than twenty employees no
longer had to provide details of disciplinary and grievance procedures
within written statements of terms and conditions of employment, as
outlined above.

Nature of Grievance:
Grievances are symptoms of conflicts in the enterprise. Just like
smoke could mean fire, similarly grievances could lead to serious
problem if it is not addressed immediately. So they should be handled
very promptly and efficiently. Coping with grievances forms an important
part of any job. The manner in which a manager deal with grievances
determines his efficiency of dealing with subordinates. A manager is
successful if he is able to build a team of satisfied workers by removing
their grievances. While dealing with grievances of subordinates, it is
necessary to keep in mind the following points:
A grievance may or may not be real.
Grievance may arise out of not one cause but multifarious causes.
Every individual does not give expression to his grievances. Please
understand that complaints of employees relating to interpretation and
implementation of agreements, labour legislations, various personnel
10

policies, rules and regulations, past practices, code of conduct are very
much grievances.

One of the many problems most organizations are facing today is
that of collective labor conflicts and individual conflicts that arise
between individual employees and their managers, the latter being
known collectively as labor complaint.

If we consider that in a year one in ten employers is faced with
collective conflicts, when talking about complaints the situation is
different in the sense that almost no employer is free of such disputes
during the 12 mo nths (Cole, 1997).

Formulation and resolution of the complaint procedure, taking into
account the existing legislation and agreements developed jointly by
management and employees on this form of individual conflict is
summarized throughout this material

Discipline and Grievances
Discipline and grievances require a clear and transparent
framework for dealing with the difficulties which may arise as part of an
employer's or employee's working relationship, from either perspective.
Youll find here information on disciplinary procedures and interviews,
11

disputes and grievances, the Acas code of practice, conduct, gross
misconduct, verbal and written warnings, and grievance procedures.

GRIEVANCE PROCEDURE (INDIVIDUAL COMPLAINTS)
THE CONCEPT OF LABOUR COMPLAINT AND DISTINGUISHING
FEATURES
Labour complaint is an individual conflict arose between an
employee and his employer (Cole, 1997). A complaint is an expression of
dissatisfaction or a grievance of an employee and who usually deal with
the application, interpretation, implementation or changing a statutory
right or a procedure, law, custom, working practice or existing agreement
(Leat, 2007).

We can define the term petition as being the individual requests or
complaints addressed by an employee to companys management, under
the law and internal regulations. In terms of characteristics of individual
employment complaint we can include:
Generally it is an individual action, but it is possible to belong to a
group, but this is a less common situation, not meeting the
elements of a dispute which is a collective labor conflict;
Is often against a member of management, most often against
direct supervisor with an official character;
12

Is often a discontent of the employee regarding the failure or
improper fulfillment of contractual obligations by the employer;
To resolve it, it involves going through certain stages.

JUSTIFICATION FOR INDIVIDUAL COMPLAINTS
In general, employees argue that managers treat them unfairly,
that they are not sufficiently remunerated or that they have been victims
of discrimination of any sort or another, often making a comparison with
how superiors treated someone else. Complaint process does not
renegotiate the contract terms (Lewis and others, 2003).

The purpose of individual complaints is to clarify what these terms
really mean in the context of addressing grievances regarding issues
such as free time, disciplinary action and payment.

The potential of grievances is always present at work. Employees
will use any issue including wages, hours or conditions of employment as
a basis for their discontent. Cases of discipline and seniority issues
(including promotions, transfers) would probably be in the top of the list.
Others would consider as sources of dissatisfaction the evaluations of
their work, workload, overtime, vacation and holidays, awards and other
incentives.

13

Whatever the source of discontent may be, many companies today
(and unionized ones) provide (or should provide) employees with ways to
establish their grievances. Complaint procedures are invariably part of
a labor agreement. But even in unionized companies such procedures
can help ensuring that peaceful labor management prevails.

Complaints must be analyzed by management in a fair, fast and
constructive manner. Management can easily become defensive in terms
of complaints since they are often the expression of employees
dissatisfaction about something management said, did or did not.

THE OBJECTIVES OF PROCEDURES FOR SETTLING GRIEVANCES
G.A.Cole believes that since there are procedures in writing for
collective problems, they should exist also for resolving complaints. The
same author believes that individual disputes neglected and left to bake
can easily be transformed into collective disputes. Other authors
(Hawkins, 1979) reminds of the prevent ive nature of the grievance
procedure.

The objectives for grievances procedures should be the following
(Leat, 2007):
To provide to employees a mechanism for forming and solving a
injustice
14

To ensure that this will be made in a prompt and constructive way
To ensure that employees are treated fairly and dignified
To reduce the possibility of an unforeseen event and degeneration
of a complaint into a dispute
To maintain a quiet work environment without internal friction.

STAGES OF IN DIVIDUAL COMPLAINTS PROCEDURES
Prompt, fair and constructive solving of complaints is in the benefit
of management and employees, and these procedures are often
established and jointly discussed. Management has also the advantage of
involving employees and/or their representatives in this process, since
the procedures will have a legitimacy in the organization, which would
not happen in another situation.


15

CHAPTER - II
COMPANY PROFILE
PROFILE OF N.P.K.R.R.CO-OP.SUGAR MILLS LTD.,
Sugar is sweet but producing of sugar is not that much of sweet.
Sugar factory is an agro-based industry. Almost all the sugar factories
are in the rural area, contributing its own share to the Nation.

Sugar Industry is the largest agro-based industry in India next to
cotton. India is the highest producer of sugar cane in the world and
Cuba, Australia and South American Countries fall in this line. In India,
Uttarapradesh is the highest cane producing state followed by
Maharastra, Tamil Nadu ranks third in productivity of sugar cane.

The raw material for sugar factory is cane, besides a main product
of sugar that comes under the essential commodities Act, they are also
producing by-products such as Molasses & Baggasse. The sugar factory
gives direct and indirect employment opportunity to most of the people in
that area. The sugar factories are also earns foreign exchange by way of
exporting of sugar.

In Tamil Nadu there are 16 Cooperative & 3 public sector sugar
Mills and 19 private sugar Mill. Among the 38 Sugar Mills the
16

NADIPPISAI PULAVAR K.R.RAMASAMY CO-OP SUGAR MILLS Ltd, is
one of them.
Nadidipisal Pulavar K.R.Ramasamy Coop. Sugar Mills Ltd., was
registered under the Co-operative Societies Act, 1961 on 16.08.1984 with
an installed capacity of 1250 TCD (Tone Capacity per day). The mill
started its maiden crushing during 1987 and the society was called
Mayiladuthurai Coop. Sugar Mill Ltd., and its license No is DS6. Later on
the Mill was renamed as Nadippisai Pulavar K.R.Ramasamy Coop. Sugar
Mills Ltd., The crushing capacity has been expanded from 1250 TCD to
3500 TCD and the crushing with expanded capacity was started during
1995-96 season.

The Mill is having its own Registered by- law governing the rules
and Regulation. The Mill has to follow all other statutory provision and
standing orders.

The main object of the society shall be "To Manufacturing of White
sugar from sugar cane and Marketing of sugar so manufactured along
with its by products to the best advantage of members."

LOCATION OF THE FACTORY
It is situated in Thalainayar village, Mayiladuthurai Talk in
Nagapattinam District, which is about 13 Kms Northern side from
17

Mayiladuthurai and 5 Kms west from Vaitheeswarankoil and 6 Kms East
from Manalmedu with an extent of 94.44 acres of land.
I.2 AREA OF OPERATION:
The area demarcated by the Commissioner of Sugar and Cane
Commissioner for registering and drawing cane for our Mills crushing is
as follows:

Name of District Name of Taluk
1. Nagapattinam (Part) 1. Sirkali (Full) Sirkali
Vaitheswarankoil
Madhanam
S. Puthur
Tiruvengadu
Nagapattinam (Part) 2. Mayiladuthurai
(Part)
Mayiladuthurai
Pattavarthy
Manalmedu
Palaiyur
Kuthalam
Nagapattinam (Part) 3. Tranquebar (Part) Melaiyur
2. Thanjavur (Part) 4. Thiruvidaimaruthur
(Free will area)
Thiruvidaimaruthur
Kathiramangalam
Auduthurai
Thiruppanandal
Pandanallur

Cane Department is functioning with ten divisions at present. They
are managed by 9 Cane Officers and 49 Cane Assistants.
18

NAME OF THE DIVISIONS WITH NUMBER OF SECTION
Sl.No. Name No. Sec.
1. Mayiladuthurai 6
2. Kuttalam 5
3. Thirupanandal 4
4. Pandanallur 4
5. Manalmedu 7
6. Elanthoppu 4
7. Millsite 5
8. Sirkali 8
9. Thiruvengadu 4
10. Nidur 4
Total 51

I.3 MEMBERSHIP AND PAID UP SHARE CAPITAL:
The Authorized Share Capital of the Society will be 12 crores (or)
1200 lakh divided into 6 lakh shares of Rs. 200/- each. The several
classes of the share and persons are,
i. Cane producing members are under "A" class
ii. Non producing members other than Government
under "B" Class.
iii. Government under "C" Class.

19

The members should Rs. 5/- as entrance fees for each share of
Rs. 200/-, The member should purchase minimum 5 share of Rs. 200
each is Rs. 1000/- with Rs. 25/as an entrance fees. a member can
purchase any number of share with entrance fees limited of 100.

The Government of Tamil Nadu shall be entitled to take shares
upto Rs. 400/- lacks or to such limit as may be stipulated by the
National Cooperative Development Corporation. Every member is entitled
to receive the share certificate free of charge for all shares allotted to
them.
Year Government "C'
Class
Individual "A"
Class
Total
No. Amount
Rs.
No. Amount
Rs.
No.
1996-97 1 39035200
1997-98 1 39035200
1998-99 1 39035200
1999-00 1 39035200
2000-01 1 39035200 14855 62988600 114856 102023800
2001.02 1 39035200 15893 65006600 15894 104041800
2002-03 1 39035200 16325 66916600 16326 105951800
2003-04 1 39035200 16325 66916600 16326 105951800
2004-05 1 39035200 16919 67052600 16920 106087800
2005-06 1 39035200 18012 69629000 18013 108664200
2006-07
20

Sugar Year/Sugar Seasons
Generally Sugar Mills are following sugar year or sugar season.
The sugar seasons begin from 1
st
October to 30
th
September and called
as in other words sugar year. The production and crushing activities are
followed by the sugar mills only on sugar seasons. The sugar mill
charring its production activity 5 to 6 months and remaining periods are
utilized for overhauling of the machineries.
ADMINISTRATION/ORGANISATION:
The N.P.K.R.R co-operative Sugar Mills is Administrated by an
officer in the rank of District Revenue Officer / Joint Registrar. The
Government of Tamil Nadu has posted an officer to work as
Administrator of the mills on Foreign Service terms and conditions. At
present the functions of the Board of Directors is being carried out by the
Administrator of the mills under the guidelines of the commissioner of
Sugar and Registrar of Co-operative societies for Co-operative Sugar
Mills.

All cooperative and public sector Sugar Mills are having Federation
at Chennai. Called Tamil Nadu Coop. Sugar Federation. (TNCSF ) The
Sales and Major items of purchases are routed through (or) made by the
sugar Federation.


21

ADMINISTRATION :
In the unit level the Organization is function in four major
Department.

i) Cane Department
ii) Engineering Department
iii) Manufacturing Department
iv) Accounts & Administration
The requirement of officers, staff and workers for the organization
is fixed by the By-law of the mill based on the Qualification. The total
employees are classified as seasonal employees and regular employees.
The seasonal employees are working during crushing period only. The
regular employees are working throughout the year. The salaries and
wages are fixed through sugar wage Board.
TABLE 2
STAFFING STRENGTH AS ON 01.01.2007
Sl.No. Particulars Regular Seasonal Total
1. Administration & Accounts 142 11 153
2. Cane 70 2 72
3. Engineering 133 69 202
4. Manufacturing 41 63 104
Total 386 145 531

Apart from this strength 56 NMRs are on the roll of the mills
(working on daily wage basis) as on date
22

GENERAL BODY:
(i) Subject to the provisions of the Act, the rules made there
under and these by laws. The ultimate authority of the
society shall vest in the General Body of its members.
(ii) Approval of the annual budget.
(iii) Consideration of the Audit report and the Annual report.
(iv) Disposal of Net profits.
(v) The Quorum for a meeting of the general body shall be 100
or one fifth
Of the total number of members, whichever is less.
2. COMMERCIAL ASPECTS :-
CANE CRUSHED FROM 1996-97 TO 2005-06 SEASON.
Season Own Other
Mills
Total Diverted to
other Mills
Acres Average
Yield per
acre
1996-97 290611 - 290611 46432 13300 25.7
1997-98 317028 3056 320084 1294 11297 29.6
1998-99 304915 58938 363853 4011 11394 27.1
99-2000 250793 - 250793 5388 9043 29.2
2000-01 286436 31330 317766 1990 11100 29.3
2001-02 260633 21153 281786 1480 10950 28.0
2002-03 232519 34130 266649 9173 10200 27.0
2003-04 113637 1413 115050 939 7081 25.0
2004-05 82029 - 82029 4205 6206 22.0
2005-06 216581 45310 261891 1357 8312 28.0
2006-07
23

2.1 VARIETIES OF CANE:
The sugar mill has arranged the following cane varieties for
planting which is Contains high sucrose.
1. COC 671
2. COC 85061
3. CO SI 86071
4. CO 86032
5. COC 92061
6. COG 93076
7. CO 776
8. CO 6304
9. CO 8021
10. CO 7704
2.2 CANE PRICE:-
Almost all sugar factories in Tamil Nadu are paid the cane price in
three different types to the cane suppliers / cane growers.

i) Statutory Minimum price :- (SMP)
The Government of India fix the statutory minimum cane price
under the sugar Cane (control) order 1966.It is also known us 3 (a) price.
This price has to be paid to the cane growers by the mills within 14 days
from the date of supply of cane, failing which the Mills has to pay
interest at the rate of 15% under the sugar cane control order, the Mill
24

has paid the cane price up to 5 (a) price fixed by the Govt. of India which
is calculated after the season is over or next year.
ii) STATE ADVISORY PRICE (SAP):
Over and above the SMP the Govt of TamilNadu has announced
the cane price is called State advisory price. In other words the Tamil
Nadu Government has also announced the cane price for the seasons to
the cane supply that amount is also to be paid to the cane Growers along
with SMP. This price is called SAP.
iii) ADDITIONAL CANE PRICE:(ACP)
The cooperative and public sector sugar mills in Tamil Nadu pay
the Additional cane price as an Incentive to the cane growers. The ACP is
normally fixed depending upon the profit earned By the concerned sugar
mills in that particular seasons. That is the one portion of the seasons
Profit is distributed to the cane growers as an incentive.
TABLE 3
------------------------------------------------------------------------------------------
year SMP SAP ACP
------------------------------------------------------------------------------------------
2000.2001 595.00 775.00 --
2001.2002 642.40 * -- ** --
2002.2003 703.20 -- --
2003.2004 764.00 -- --
2004.2005 745.00 -- --
2005.2006 1014.00 -- --
------------------------------------------------------------------------------------------
*Govt . of Tamil nadu was not declared.
** Mill has earned loss from 1995-96,this price is not eligible to
declared.
25


PAYMENT OF CANE PRICE:-
Cane price is paid once in a week through Bank The weekly cane
payment bills
Are being generated through computer. The following recoveries
will be effected while making cane payments,
i) Transport charges.
ii) Cane cutting labor charges.
iii) Direct loans sanctioned by the mills with interest.
iv) Loans arranged by the mills from Government and other
agencies.
v) In the transport payment ; a. Diesel cost

b. Income Tax
2.4) TAXES AND DUTIES:-
The following taxes and duties are being paid by the mills.

(a) Purchase Tax & Cess:-
The mills has been paying of purchase Tax @ Rs.60/- per MT of
cane purchased and a cane cess of Rs.5/- per MT is being paid to
Government of Tamil Nadu.

26

(b) SALES TAX:-
Sales tax is payable on the sale of molasses, baggasse and scrap as
per TNGST Act the tax was received from the purchaser and passed on to
the commercial Tax Department.
1) Sales Tax for Molasses- 30 %
2) scrap - Rates As Aplicable
3) Baggasse - 11% (from 1.1.2007 VAT introduced
there is no tax for sale of Baggasse.)
(c) CENTRA EXCISE DUTY
Sugar is coming under essential commodities act, that comes
under essential goods. The excise duty on sale of sugar is received from
the purchaser and paid to the excise Department every month.

Central Excise Duty is payable by the mill as follows:-
i) On sale of sugar
LEVY Rs.52/- Qtl. & FREE Rs.85/- Qtl.
ii) Molasses Rs.750/- MT

2.5 SALE OF SUGAR:
The ratio of levy and free quota from 2001-2002 seasons the entire
production of sugar is 10:90 The mill was entitled to avail 100% free sale
under 1987 scheme (i.e.,) from 1986-87 to 1993-94 seasons production.
The sale and movement of sugar is regulated by monthly release orders
27

issued by the Government of India under the sugar cane control order
1966. Based on the release order received from the Government of India,
New Delhi, the Tamil Nadu cooperative Sugar Federation at Chennai has
arranged for tender to selling the sugar, and the tender results has been
forwarded to the concerned mill. The mill has to release the sugar
according to the tender result received from the Tamil Nadu Cooperative
Sugar Federation, Chennai.
TABLE-5
SUGSR SALES FROM 1996-97 TO 2006-07

YEAR OPENING
STOCK
PRODUCTION SALES CLOSING
STOCK
1998-99 257280 191805
99-2000 237480 181770
2000-01 260420 218216
2001-02 211600 300212
2002-03 270550 168762
2003-04 171900 168805
2004-05 89710 204225
2005-06 61515 115892
2006-07 357950 273427
2007-08 196000 185127



28

2.6 BY-PRODUCTS
a) Bagasse:-
The production of Bagasse will be normally around 30 to 32% of
cane crushed about 80% of the Bagasse will be utilized as fuel in the
mills Boilers for Production of steam which is utilized for generation of
electricity. The Remaining quantity of Bagasse is being sold to papers
manufacturers (viz.) M/s.Tamil Nadu news print and papers limited,
pugalur. The private parties Are also purchased bagasse for their boiler
to used as fuel, which is taxable Under the TNGST Act.

b) Pressmud:-
The production of pressmud will be around 3% of the cane
crushed. The Entire pressmud is being utilized to cane farm as fertilizer.

c) Molasses:-
The production of molasses will be around 4% to 4.25% of cane
crushed The production and sale of molasses was 100% controlled by
excise department And consequently the state Government has also
decontrolled sale of molasses. After the decontrol , molasses is being sold
in the open market by tender system And it is conducted by Tamil Nadu
cooperative sugar federation, chennai and The price at which it is sold in
the open market.

29

FINANCE AND ACCOUNTS
The Government of Tamil Nadu granted ways & means loan for the
cane payment arrears As detailed below:

The mills has availing cash credit arrangements from M/s.
Kumbakonam central co-op. Bank Ltd, kumbakonam on stock of sugar
and stock of stores. The details are furnished below:-

NCDC Loan (Expansion):-
The mills paid four half yearly instalments commencing from
05.10.1994 to 05.04.1996
Totaling Rs.601.95 lakhs. Thereafter inview of non completion of
expansion project within The schedule time, the mill was not able to
achieve its 100% capacity utilisation of 6.02MT. of Cane crush.The mill
could not effect the repayment of loan to NCDC.

In view of the Government Guarantee for the above loan the
Government has Paid the balance of NCDC loan on behalf of the scheme
are furnished below:(G.O. Ms. No.91/Industries (MIC-I)

DETAILS OF AMOUNT PAID BY STATE GOVT. UNDER OTS SCHEME
TO NCDC.
II. WElFARE
CANE GROWERS:
30

1. SUGAR AT CONCESSIONAL RATE:-
Sugar is being distributed to the cane Growers at the rate of kg.
Per tonne of cane supply.

Sugar issued at concessional rate per individual growers at levy
sugar price rate plus free Sugar excise duty.

2. PRIZE FOR HIGHIEST YIELD:-
The cane growers achieving the highiest yield per acre at divisional
level is being awarded
Prize every year.
3. SUGAR CANE PRODUCTION LOAN/ SCALE OF FINANCE:-
The mill is having tie-up arrangement with Kumbakonam central
co-operative bank And panjab national bank or issue of crop loan and
other agricultural loan. For 1995-96 Season, the mills has recommended
loan as detailed below, in which case that the cost of Cane supplied will
be passed on through the bank which gave the loan so that it will deduct
Its loan due and pass on the balance to the grower/suppliler.
1.Crop loan
2.Tractor/Trailer
3.Power Tiller.
4.Oil Engine.
5.Sub-mersible motor.
31

6.Electricial motor
7.Tyre cart.
8.Tipper.

4. SPORTS
Sports meets for cane growers of the area of operation of the mills
are being conducted Every year.
5. OTHERS
a) Soil analysis report for renewing the condition of the land.
b) To provide road facilities under the sugar cane development
scheme.
c) Varaital subsidy.
d) Seed subsidy.
e) Transport subsidy.
f) To conduct educational tour in a year.
g) To provide cane cutting labour and transporation.

EMPLOYEES:-
Residential Quarters:
All officers, most of the supervisory staff and essential categories of
workers and staff have Been provided with residential quarters inside
the premises of the mills.

32

EXISTING QUARTERS:- 79 NOS. CO-OPERATIVE CANTEEN:-
There is an Employees co-operative canteen inside the premises of
the mills. The mills Has paid Rs.15000/- as subsidy per month during
the season and Rs.10000/- during off-season.

The canteen is functioning no loss no profit basis.
CO-OPERATIVE CREDIT SOCIETY:
An employees co-operative credit society is functioning inside the
premises of the mills, From where the employees are availing loan upto
50,000/-

SCHOOL:-
There is a recognized primary matriculation school (LKG to Vth
standard) Running for the children of the employees and growers of the
mills and the general public Of the nearby villages.

BUS FACILITIES:-
The mill has providing bus facilities on nominal rate of Rs.85/- per
child of The employees to go the schools in Mayiladuthurai.

SUPPLY OF TEXT BOOKS:-
The mill is reimbursing the cost of the Text books and Note books
to the children Of the employees restricted to maximum amount
sanctioned by the commissioner of sugar.
33


LKG to Vth standard - Rs.50/-
VI th to Xth standard - Rs.75/-
XI th and XII standard Rs.100/-
(upto two children of the employee)
The mills is sanctioning interest free education loan to the children
of the employees
And recovered in ten monthly instalments.
1) Technical -Rs.1500/-
2) Arts College Rs.2000/-
3) Professional Course Rs.3000/-
(upto two children of the employee)
The mills is also presenting cash awards to xth std and XII th std
to meritorious children

Of the employees as 1
st
and 2
nd
price each year.
i)Higher Secondary Course (+2) Rs.2000/- (I st Price)
Rs.1500/- (II price)
ii) S.S.L.C. Rs.1500/- (Ist price)
Rs. 1000/- (II nd prize)
RECREATION CLUB:-
There are three Recreation clubs- one for officers, one for staff and
another For the workers. T.V. set has been provided for each club.
34


BANK:-
A Branch of Kumbakonam central co-operative bank Ltd, is
functioning in the Premises of the mills for the benefit of the employees
and growers of the mills and also For the benefit of public of living in
surrounding villages.

DISPENSARY:-
The mill is having a Dispensary where treatment is given at free of
cost to The employees and their family members. Part Time Doctor is
working in the mills Dispensary.

UNIFORMS:-
Two sets of uniforms are given to workers and certain categories of
employees And one pair of shoes supplied to security staff only as
approved by the commissioner of Sugar.

FREE TEA:-
One cup of tea is supplied every day for three shift during season
and also One varki is supplied to the employees attending night shift in
addition to night shift allowances.

One cup of tea is supplied every day morning and evening to the
employees during off-season.
35

OTHERS:-
1) Night shift allowance.
2) Free tea with ban in night shift.
3) Washing allowance.
4) Group Insurance &EDLI scheme benefit.
5) EPF contribution by mill.
6) Gratuty on retirement.
7) Free medical treatment for accident case and Notified disease.
8) Leave and wages for those who suffering with cancer, heart
problem and TB.
9) Interest free advances like festival, marriage advance.
10) Loan facilities through bank and credit society.

AUDITING:-
The sugar mill is audited by coop department under FR127 Terms.
Assistant Director of co-operative Auditor is audited the mills accounts
and the audit certificate Is issued by the joint director of coop audit. The
mill has audited upto 31.03.2003 and There was accumulated loss of
Rs. Lakhs.

PROFIT ALLOCATION RATIO:-
According to the co-operative society Act 1961,all the societies are
allocated Their net profit to the following heads:
36

1.Co-operative Research and Development Fund 3%
2.Co-operative Education Fund 2%
3.Reserve Fund 20%
4.Share Dividend 14%
5.Share Redemtion Fund 10%
6.Trading Redemption Fund 10%
7.Equalization Share Redemption Fund 10%
8.Building Fund 10%
9.Common Goods Fund 10%
PROBLEMS AND CONSTRAINTS IN CANE AREA
1. Part of nearer to seashore in Sirkali taluk and Tharangambadi Taluk
is not fit for cane cultivation due to salinity and alkanity.
2. Our area of operation is declared as dark area and so no scope to
have new bore wells and E.B. connection.
3. Potential and uplands are available only in Thiruvidaimaruthur taluk
and this taluk is being bifurgated from our mills.
4. Being the tail end and lowlying geographical position,our area of
operations gets affected by monsonic rains and flood and hence early
cane planting will be a greater problem.
5. Drought starts from April and prolongs upto the release of cauvery
water during june or july which affects late planting scope also.
6. Soils are heavy clay in nature and drainage facility is
37

FINANCE AND ACCOUNTS
The mill has started its maiden crushing in 1986-87 and was
earning profit upto 1993-94. The mill has gone on expansion from 1250
TCD to 3500 TCD in April 1992 and scheduled to complete the project by
October 1993. The expansion progremme was entrusted to M/s. Binny
Engineering Ltd., on Turnkey basis. The expansion project was not
completed as scheduled in October 1993, but Commissioning of the
plant was completed on 09.05.1996 and full load performance trial was
performed in 1998-99 season between 15.03.1999 to 31.03.1999 only.

Consequent on the above non completion of expansion project the
mill could not achieve its 100 % of capacity utilisation of 6.02 lakhs MT.
of cane. The Mill has started incurring loss from the year 1994-95
onwards.

The cumulative loss upto 2005-2006 is Rs. 158.80 crores and the
networth become negetive 118.32 crores.

The Government of Tamil Nadu granted Ways & Means Advance for
the settlement of cane payment arrears as detailed below :

38

YEAR WISE RECEIPT OF WAYS AND MEANS FROM GOVERNMENT
Rs. in lakhs
YEAR AMOUNT
1996-97 166.85
1997-98 768.00
1998-99 1889.00
1999-00 220.00
2005-06 504.00
TOTAL 3547.85

WORKING CAPITAL ARRANGEMENT:
The mill is availing cash credit arrangements from M/s.
Kumbakonam Central Co-op. Bank Ltd., Kumbakonam on stock of Sugar
and stock of Stores. The details are furnished elow
lakhs
CASH CREDIT LIMIT AS ON 20.05.2006

Stationed
Restricted
as per
Govt.
Guarantee
D.P.
available
Availed
Cover plus
available
Stock of
Sugar
2313.00 2200.00 2200.00 2138.52 61.48

39

DETAILS OF TERM LOAN OUTSTANDING
Sl.
No
Particulars Loan
sanctioned
Paid by Mills Outstanding
(Rs. in lakhs)
1. SDF New Delhi
(Expansion)
811.22 --- 811.29
2. TNSC Bank Chennai
a) Molasses Tank
b) Sugar Godown I
c) Sugar Godown II

72.72


68.33

4.39
3. NCDC, New Delhi 700.00 -- 700.00
4. Govt. of T.N. OTS 1902.39 -- 1902.39
5. Ways and Means
Advance
3555.06 7.21

3547.85
6. TNCSF Ltd. Chennai 140.00 -- 140.00
7. Open Market
Borrowing
1021.00 --
1021.00
Total 8202.39 75.54
8126.85

SUGAR DEVELOPMENT FUND (SDF) LOAN (EXPANSION)
The repayment Schedule is furnished below:-
SDF LOAN REPAYMENT SCHEDULE
Sl.No. Due date Principal Interest Total
------------- (Rs.in lakhs) -----------
01. 16.02.2002 81.12 58.41 139.53
02. 16.02.2003 162.24 145.22 307.46
03. 16.02.2004 162.24 167.13 329.37
04. 16.02.2005 162.24 152.52 314.76
05. 16.02.2006 162.24 137.92 300.16
06. 16.02.2007 81.12 64.91 146.03
Total 811.22 726.11 1537.31

The Mill has defaulted in repayment of 5 instalments mentioned
above (Sl.No.1 to 5)

40

REHABILITATION PACKAGE:
Consequent on accumulated loss and negative networth, the mill
has submitted Rehabilitation Package proposals to the Director of Sugar.
The Director of Sugar has also recommended our proposals to Tamilnadu
Government with copy to NCDC. The NCDC Officials visited to our Mill
on 14.05.2005 and submitted the report to Government in this regard.
Orders are awaited from Government of India.

MOLASSES TANK AND ITS MAINTENANCE
We are having the following Molasses tank in our Mills. The status
in maintenance of the tank also mentioned hereunder.
Sl.No. Tanks Capacity in Mts. Condition
1.
2.
3.
4.
Tank No. I
Tank No. II
Tank No. III
Tank No. IV
4000
4000
4000
4000
Both Top &
Bottom side
weak.
Total 18000

GODOWN MAINTENANCE
We are having the following three godowns to accommodate the
production of sugar as follows. We are maintaining the godown as per
the instructions and guidelines issued by the Commissioner/Director of
Sugar scrupulously.
Sl. No. Godown Capacity (in Qtls.)
1. A 1,65,000
2. B 1,20,000
3. C 70,000
Total 3,55,000
41

CHAPTER III
REVIEW OF LITERATURE

Review of the related literature, besides, allowing the researcher to acquaint
with current knowledge in the field serves the following specific purposes. The
review of related literature enables the researcher to define the limits of the field.
It helps the researcher to delimit and define the research problem.
1. The knowledge of related literature, brings the researcher up to date on the
work which others have done and thus to state the objectives clearly and
concisely.
2. By reviewing the related literature the researcher can avoid unfruitful and
useless problem areas.
With a view to delineate the trends of research in specified areas, an
attempt made in this chapter to review the available literature on emotional
competency to provide an exact view for the present study. The following reviews
are supported for the present study.

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
42

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.

Gibbons, (2007) Gibbons concluded that the statutory procedures led to
employers adopting formal processes rather than seeking informal resolution of
disputes (see also Chartered Institute of Personnel and Development, 2007). Moreover,
both employers and employees sought advice from third parties at an early stage,
encouraging defensive attitudes and making it increasingly difficult for parties to avoid
legal proceedings. For small employers the emphasis on procedure and written
communication was counter cultural and only served to exacerbate conflict and
escalate disputes. Consequently, the Review recommended the repeal of the statutory
dispute resolution procedures, the production of clear, simple, non prescriptive
guidelines for employers and employees in relation to grievances, discipline and
dismissal, and the promotion of workplace mediation. Significantly there was no
discussion within the review of either the right to accompaniment or the role of
employee representatives within workplace dispute resolution save for an exhortation to
trade unions and employee organisations to support and promote mediation.

In responding to Gibbons the government (Department of Trade and Industry,
2007) argued that the central theme of legislation in this area was to encourage
43

employees and employers to resolve disputes in the workplace and initiated
consultations as to how dispute resolution could be facilitated. In particular it invited
responses on the possible repeal of the dispute resolution regulations. Employers
organisations broadly supported the conclusions of the Gibbons Review and the call for
the repeal of statutory dismissal and grievance procedures. The TUC argued that
statutory procedures had provided important safeguards for employees, particularly
those in smaller organisations (TUC, 2007). Furthermore it suggested that if the dispute
resolution regulations were to be repealed, it was important to strengthen the role of
trade unions in resolving employment disputes through: removing the small firms
exclusion in the statutory trade union recognition legislation; and providing a statutory
right of representation (as opposed to accompaniment) within grievance and disciplinary
proceedings. Acas, responding to the consultation, also stressed the key role played by
workplace representatives in avoiding and resolving workplace disputes and highlighted
the need for improved training for both union representatives and managers.

BERR, (2008a) the Government accepted the main recommendations of the
Gibbons Review and, in the Employment Bill 2007-8, proposed the repeal of the
statutory dispute resolution procedures. In addition it concluded that related changes
to the law regarding procedural unfairness in dismissal cases should revert to that
established by Polkey v AE Dayton Services, whereby failure to follow an internal
disciplinary procedure would render a dismissal unfair even if it could be shown that it
would have made no difference to the outcome. The government also responded to calls
for a new short, non-prescriptive statutory Acas Code of Practice on Discipline and
Grievance backed by more detailed non-statutory guidance. Importantly, the
government proposed to increase the influence of the Code by allowing tribunals to
adjust tribunal awards by up to 25% if either party acts unreasonably in not complying
44

with its provisions. More broadly, the government signaled an intention to work with
representative organisations in promoting the early resolution of disputes.

Mirroring the Review, the governments response to the consultations made no
mention of the right to accompaniment or the role of employee representatives within
workplace processes of dispute resolution. Neither the proposals made by the TUC
regarding strengthening the role of representation nor the comments of Acas in relation
to importance of suitably trained workplace representatives were mentioned.

The Gibbons Review and the proposed repeal of the Dispute Resolution
Regulations arguably mark a return to a more voluntaristic approach to workplace
discipline and grievance. In particular, it represents an admission that the juridification
of workplace procedures undermines important informal processes that have
traditionally facilitated the effective handling of individual workplace conflict. However,
despite the implied promotion of more informal paths to resolving disputes, the role of
employee representatives within such informal processes has been almost completely
overlooked within the policy debate.

Bean, (1994) a study conducted on Issues of grievances are normally
associated with dissatisfaction among employees which related to working
procedure, working facilities 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
45

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.

DCruz, (1999) Grievance is a matter raised by employee to express
dissatisfaction with management behavior and is an attempt to bring out
changes. Grievance involves an individuals 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.
46

Holt & Devore, (2005) Styles in handling employees conflicts may give
an impact in industrial relation culture. A unitary organization is more
centralize (Rose, 2004). As a result, avoidance and dominating styles may be
utilized in resolving grievances (Green, 1987). On the other hand, a bilateral
organization which is more decentralizing (Rose, 2004) may employ
compromising, integrating or obliging styles when confronting with employees
grievances (Rahim, 1983). Rahims (1983) study has constructed independent
scales to measure five styles in handling conflict namely integrating, obliging,
compromising, dominating and avoiding.

Thomas and Kilmann (1974) labeled this style as collaborating mode.
Collaborating mode refers to the ability of manager to work with his or her
employee to find a solution that fully satisfies the concerns of both.
Collaborating between two persons might take the form of exploring a
disagreement to learn from each others insight, with the goal of resolving some
condition that would otherwise have them competing for resources, or
confronting and trying to find a creative solution to an interpersonal problem.

Obliging styles involves low concern for self. An obliging person attempts
to emphasize commonalities to satisfy the concern of the other party (Rahim &
Magner, 1995). Thomas and Kilmann (1974) named this style as
accommodating mode. To Thomas and Kilmann (1974) individual performing
accommodating style neglects his or her own concerns to satisfy the concerns of
the other person. In accommodating style, managers might take the form of
47

selfless generosity or charity, obeying another persons needs and prefer to yield
anothers point of view.

Rahim & Magner, (1995) In compromising, this style involves moderate
concern for self as well as the other party involved in conflict. It is associated
with give-and-take or sharing whereby both parties give up something to make
a mutually acceptable decision. Compromising style also refers to splitting the
difference, exchanging concessions or seeking a quick middle-ground position
(Thomas & Kilmann, 1974).

Dominating style involves high concern for self and low concern for the
other party involved in the conflict. It has been identified with a win-lose
orientation or with forcing behavior to win position (Rahim & Magner, 1995).
Thomas and Kilmann (1974) portrayed dominating style as power-oriented
mode or competing style. A dominating manager always stands up with his or
her rights, defending a position that his or her opinion is correct and simply
trying to win.

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 (Rahim & Magner, 1995). Avoiding might take the form of
diplomatically sidestepping an issue, postponing an issue until a better time or
simply withdrawing from a threatening situation (Thomas & Kilmann, 1974).
48

Robbins, (2005) Personality can be defined as the sum total of ways in
which an individual reacts and interacts with others. To 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. According to Blake and Mouton (1968) personality is one of
the factors that influence managerial styles. As stated by 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. In general individual traits are manifest in his behavior (McCrae &
John, 1992). Blake, Mouton, Barnes, & Greiner, (1964) showed that managers
traits play a vital role in the process of making decision. Individuals traits
become fundamental in describing his personality (Pervin & John, 2001) which
affects the consistency of patterns in the way individuals behave, feel and think
(William, Jr. & Davis, 1996). This research has utilized Big-Five model. Robbins
(2005) stated that many researches have supported the Big-Five model as five
basic dimensions encompass human personality.

49

McCrae and John (1992) also agree that Five-factor model is the best
dimension to describe personality. Five-factor model refers to five basic factors
in human personality namely extraversion, neuroticism, openness,
agreeableness and conscientiousness (Pervin & John, 2001). A study by 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 measured are extraversion,
agreeableness, conscientiousness, emotional stability and imagination.

50

CHAPTER IV
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problem. It may be understood as a science of studying how research is
done scientifically. The method adopted in collecting the data selection
of the sample analysis and interpretation.
OBJECTIVES OF THE STUDY
1. To study the effectiveness of grievance management
2. To identify whether the employees are aware of the grievance
management.
3. To identify whether the grievance management system leads to a
favorable attitude towards the management
4. To identify that the grievance handling system leads to a mutual
understanding between workers and the management
5. To know the level of satisfaction towards the grievance handling
procedure of the organization
6. To identify the factors influencing the effectiveness of the
grievance handling in the organization



51

RESEARCH DESIGN
Research design is purely and simply the framework or plan for a
study that guides the collection and analysis of the data. The research
design indicates the methods of research i.e. the method of gathering
information and the method of sampling

DATA COLLECTION
Primary data were collected by conducting direct structured
interview using questionnaire. All the respondents were asked the same
questions in the same fashion and they were informed the purpose of
study.

RESEARCH INSTRUMENT
The data were collected by using questionnaire as an instrument.

ABOUT THE QUESTIONNAIRE
The data required for the study was collected through a
questionnaire.

SAMPLING PLAN
Sampling plan is to be decided about the sampling unit, sample
size, sampling Method.

52

SAMPLING METHOD
For this study the samples were drawn using random sample
method.

SAMPLE SIZE
Sample size of the study that are selected from the sampling unit.
Total estimated sample size is 100.

SAMPLE DESIGN
In this study disproportionate judgment sampling method was
adopted. This is become more number of workers were available during
the shift and survey was conduced during the time by distributing the
Questionnaire. The sample size for the research was 100 workers of
N.P.K.R Co operative sugar mill limited in Thalainayar, out of 567
workers.

METHOD OF DATA COLLECTIONS
The samples were collected through questionnaire method. The
data were collected randomly. So simple random sampling method was
adopted to collect the data. The data used in this study are both primary
and secondary data. The primary data were collected from the employees.
The secondary data were collected from the various sources like
Manuals, company records, and Magazines.
53

STATISTICAL TOOLS APPLIED
The following tools and techniques have been used for the analysis
of the data.

i. Percentage analysis
ii. One way ANOVA
iii. Chi-square analysis
iv. Correlation analysis

PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio. Percentages are used in
making comparison between two or more series of data to describe the
relationships. Percentages can also be used to compare the relative
terms, the distribution of two or more series of data

No of Respondents
% = 100
Total no of Respondents

Descriptions of statistical tools
Tests of Significance
A very important aspect of the sampling theory is the study of tests
of significance which enable us to decide on the basis of the sample
results if:

54

1. The deviation between the observed sample satisfaction and the
hypothetical parameter value is significant.
2. The deviation between two sample statistics is significant.

Null Hypothesis (H0)
For applying the test of significance, we first set up of a hypothesis
a definite statement about the population parameter. Such a hypothesis
is usually a hypothesis of no difference and it is denoted by Ho.

Alternative Hypothesis (Ha)
Any hypothesis, which is complementary to the null hypothesis, is
called an alternative hypothesis usually denoted by Ha.

Chi-square test
The Chi-square test suppose we are given a set of observed
frequencies obtained under some experiment and we want to test if the
experimental result support a particular hypothesis or theory.

The steps involved chi-square tests are as follows:
1. Observed frequencies O are tabulated.
2. Expected frequencies E are calculated.
3. The difference between observed and expected frequencies are
obtained and square of these difference are tabulated (O-E )
2
.
55

4. The values of (O-E)
2
obtained in step 3 are divided by the respective
expected frequency and the total (O-E)
2
/E is obtained.
5. The calculated of X
2
is compared with the table value of X
2
for given
degree at a certain level of significance (generally 5% or 1% level
selected).

By degrees of freedom we mean the number of classes to which the
value can be assigned arbitrarily if at the 5% or 1% level of significance
the calculated value of X
2
, the difference between theory and observation
is considered to be significant. On the other hand, the calculated value of
X
2
is not considered as significant i.e., it is regarded as due to
fluctuations of sampling and hence ignored.

One-way ANOVA
The One-Way ANOVA procedure produces a one-way analysis of
variance for a quantitative dependent variable by a single factor
(independent) variable. Analysis of variance is used to test the hypothesis
that several means are equal. This technique is an extension of the two-
sample test.

In addition to determining that differences exist among the means,
you may want to know which means differ. There are two types of tests
for comparing means: a priori contrasts and post hoc tests. Contrasts are
56

tests set up before running the experiment, and post hoc tests are run
after the experiment has been conducted. You can also test for trends
across categories.

Example. Doughnuts absorb fat in various amounts when they are
cooked. An experiment is set up involving three types of fat: peanut oil,
corn oil, and lard. Peanut oil and corn oil are unsaturated fats, and lard
is a saturated fat. Along with determining whether the amount of fat
absorbed depends on the type of fat used, you could set up an a priori
contrast to determine whether the amount of fat absorption differs for
saturated and unsaturated fats.

Statistics. For each group: number of cases, mean, standard
deviation, standard error of the mean, minimum, maximum, and 95%
confidence interval for the mean. Levenes test for homogeneity of
variance, analysis-of-variance table for each dependent variable, user-
specified a priori contrasts, and post hoc range tests and multiple
comparisons: Bonferroni, Sidak, Tukeys honestly significant difference,
Hochbergs GT2, Gabriel, Dunnett, Ryan-Einot-Gabriel-Welsch F test (R-
E-G-W F), Ryan-Einot-Gabriel-Welsch range test (R-E-G-W Q),
Tamhanes T2, Dunnetts T3, Games-Howell, Dunnetts C, Duncans
multiple range test, Student-Newman-Keuls (S-N-K), Tukeys b, Waller-
Duncan, Scheff, and least-significant difference.
57

Simple Correlation
The Bivariate Correlations procedure computes Pearsons
correlation coefficient, Spearmans rho, and Kendalls tau-b with their
significance levels. Correlations measure how variables or rank orders
are related. Before calculating a correlation coefficient, screen your data
for outliers (which can cause misleading results) and evidence of a linear
relationship. Pearsons correlation coefficient is a measure of linear
association. Two variables can be perfectly related, but if the relationship
is not linear, Pearsons correlation coefficient is not an appropriate
statistic for measuring their association.

Example. Is the number of games won by a basketball team
correlated with the average number of points scored per game? A scatter
plot indicates that there is a linear relationship. Analyzing data from the
19941995 NBA season yields that Pearsons correlation coefficient
(0.581) is significant at the 0.01 level. You might suspect that the more
games won per season, the fewer points the opponents scored. These
variables are negatively correlated (0.401), and the correlation is
significant at the 0.05 level.

Statistics. For each variable: number of cases with nonmissing
values, mean, and standard deviation. For each pair of variables:
58

Pearsons correlation coefficient, Spearmans rho, Kendalls tau-b, cross-
product of deviations, and covariance.

ANALYSIS OF THE DATA
The data collected through questionnaires have been tabulated. By
using the above mentioned statistical tools, the data have been analysed.
Interpretations have been drawn based on the analysis. The findings and
observations are the result and outcome of the interpretations made
during the course of analysis.

PRESENTATION OF THE REPORT
Tables and figures have been used wherever necessary to facilitate
the analysis and interpretation. Explanations for the tables were given
for the tables wherever necessary.

LIMITATIONS OF THE STUDY
Though the research has been properly planned and well executed,
there are certain limitations, which are inherent in nature and are out of
the researchers control. The effectiveness of the project is felt only when
the results are read along with the limitations and constraints faced
during the course of this study. The following are the limitations.

59

The responses from the respondents could be casual in nature. This
may be due to lack of interest or time on their part.
The correctness of information provided by the respondents in the
personal data could not be established.
Some of the information provided by the respondents might not be
correct.
Getting timely responses from the respondents was a difficult task.
The reason for this may be attributed to their busy schedules.
Only 100 respondents were selected for study due to time and cost
constrains Regarding primary data the researcher had difficulty to get
back all the Questionnaire supplied to the employees and also some of
the workers were reluctant to respond the Questionnaire due to fear.
Some of the employees might have given the favourable and
un-favourable answer due to reason know to them.
Most of the time has been spend in explaining the details regarding
the grievance management.
Some workers felt that answering to such question was of no use to
them.
Some of the answer given by the respondent may be biased.
Regarding secondary data, the expected data was not relatively avail.
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CHAPTER - IV
ANALYSIS AND INTERPRETATION

Distribution of the respondents on the basis of Gender
Gender
No. of
Respondents
Percentage
Male 83 83.0
Female 17 17.0
Total 100 100.0

Interpretation:
From the above table its interpreted that 83% of the respondents
are male and remaining 17% of the respondents are female workers in
the organization.