TRAINING REPORT ON BCL: GRIEVANCE HANDLING

A training report submitted in the partial fulfillment Of the requirement for the degree of Master of business administration

Sant Longowal Institute of Engg. And Tech. Longowal Sangrur

Submitted by: Sukhdev Singh MBA 3rd sem Roll No:MBA108618

ACKNOWLEDGEMENT

Preparing a project is never a unilateral effort, we wish to acknowledge the guidance and support of the professionals in bringing up a real picture of the concept of this project is prepared. There is always a sense of gratitude which one express to others for their help and needy services which one renders during the various phase of life. We are indebted to Mr. N.M Bhanot for his insightful annotations and assistance throughout the project. His unfailing enthusiasm and continuous guidance kept me motivated and encouraged throughout the project. He in our eyes is a rich source of creativity, dedication and knowledge. Working under him has been a lifetime experience. We in full sense shall like to express our gratitude towards all those who helped us out during the different stages of our project and encouraged us with their ideas and views, which were guiding and motivating factors in completion of tedious task of this project.

Sukhdev Singh

PREFACE

I hereby declare that the project work GRIEVANCE HANDLING was carried out by me under the supervision of Mr. N.M Bhanot, submitted in a partial fulfillment of the requirement of the two year full time degree of Master of Business Administration is an original work and the reference to all work/publication and outside contribution have been duty acknowledged.

(Sukhdev Singh)

CERTIFICATE
This is to certify that the summer project work of Mr. Sukhdev Singh batch 20102012, entitled BCL: GRIEVANCE HANDLING is a bona-fide piece of work conducted under my direct supervision and guidance. No part of this has been submitted for any other degree of any university. It may be considered for evaluation in partial fulfillment of the degree MBA. This project work carried out from 01/06/2011 to 15/07/2011 in BCL INDUSTERIES &

INFRASTRUCTURAS at BATHINDA.

Project Guide

CONTENTS Page No.

Companys Profile Achievements of company Working of Various departments Products of BCL Companys main competitions Social Responsibility Introduction to grievance Handling Review of Literature Research Methodology Data Interpretation & Analysis Summary Limitations & Recommendations Conclusion

Companys Profile

Bathinda Chemicals Limited

Bathinda Chemicals Limited is situated on Hazi Rattan Link Road in Bathinda. This Unit was setup in 1978. Following items are manufactured in this unit:

Vanaspati Refinery Solvent Plant

Expellers Rice Sheller

Brief profile of Mittal Group of Companies

Main company M/S Bathinda chemicals Limited
Mittal Group started of its business activities in 1976 at Bathinda (Punjab) with the installation of a small solvent Extraction unit by Sh. D.D Mittal under the name & style of Bathinda chemicals and institutional advertisements are not aimed at consumers. Whereas it is aimed at share holders creditors and various sets of public Vanaspati Mills Pvt. Ltd. In the early 80s the business was headed by his sons sh. Rajinder Mittal and Sh. Vinod Mittal. With the expansioncummodernization planes undertaken from time to time the unit has been established as an integrated edible oil complex, one of the biggest in north India. In 1990 the group entered into the business of real estate as developers and colonizers and since than the group has undertaken large residential and commercial projects. In the last 15 years the group has completed many projects and the group has now become a trusted name in the business of real estate in north India competing with big builders like Ansals. In the year 2000, Mr. Rajinder Mittal, chairmen-cummanaging director of Bathinda Chemicals Limited took over information Technology Company namely QPRO InfoTech Ltd., Chennai. In the last 5 years this company has made new inroads in the business of information technology, and registered fantastic growth. Encouraged with the success of QPRO InfoTech Ltd.

The company took over another information technology overseas company namely M/s Santype international Pvt. Ltd., sailsbory (U.K.) in 2001. The group has now main business activities at Bathinda & Jalalabad (Pb.) Delhi, Gurgaon, Chennai and overseas offices at Singapore and sailsbory (U.K.).

A quick view of all the three activities i.e. Edible Oil Business, Real Estate Business and Information technology Business has been discussed as under-:

Edible Oil Business

Mittal family, Sh. D.D. Mittal &Sh. Rajinder Mittal has the business of edible oils with the installation of a Solvent Extraction Plant at Bathinda, with the help of Punjab Financial Corporation in 1976 under the name & style of Bathinda Chemicals & Vanaspati Mills Ltd., Which has now become Bathinda Chemicals Ltd. The management undertaken various expansions and modernization plans with the help of PSIDC, Chandigarh and its bankers Punjab National Bank, from time to time. In the last 10 to 12 years the company has grown to many folds under the stewardship of its managing Directors Sh. Rajinder Mittal. The company has now one of the biggest oil complexes in north India comprising an oil Mill, two Solvent Extraction Plants. One Rice Sheller, One Chemical Refinery, one Physical Refinery and one Vanaspati Plant of total more than 500 MTs capacity of processing of raw- material. All the plants have been running at full capacity. The company paid off its entire Team Loans availed under various expansions- cummodernization and now is a totally debt Free company. The company brought its maiden public issue of 29, 00,000 shares of Rs. 10/- each at premium of Rs. 5/each in 1993, which has Mittal family took over another edible oil plant of refinery & Vanaspati of 50 MTs per day in 2003 at Jalalabad, Dist. Ferozepur (Pb.) under the name & style of Kissan Fats Limited (closely held). After the take over, a new

Solvent Extraction Plant of 125 MTPD has been installed in 2004 with the financial assistance of PNB. This unit also been running successfully after the take over. Another Proprietorship concern M/s R.K Experts, Bathinda owned by Sh. Rajinder Mittal has been established in the year 1992 and is doing business of Import & Export of edible oils & various food stuff items. The firm is having only trading activities. The company dealing in edible oils are having annual turnover of more than 500 crores. The main company M/S Bathinda Chemical Limited has been dealing with banker, Punjab national Bank from fund the last 25 years. At present the group is having more than 35 crores based and non fund based credit facilities for the manufacturing 7 trading of edible oils. The group is having one of the largest production capacity of edible oils in North India now and is enjoying top class credibility in the business oils a in the country.

Real Estate Business Mittal group has stepped into the business of real estate in the year 1990 as developers and colonizers and undertaken a project namely Rishi Apartments at 4, battery lane, Rajpur Road, Civil Lines, Delhi for the construction of 3, 4 and 5 bedroom residential flats under its company M/s Cosmos Builders & Promoters Ltd. Delhi. Since the site was located in the heart of Delhi and very near to Inter State Bus Terminals & Tees Hazari Court, the project remained highly successful and the flats were sold like Hot cakes. Encouraged with the success of the first project Mittal Group expended its business of Real Estate and undertaken various projects at Delhi, Gurgaon and other places. Now the group has undertaken various projects in Punjab at Bathinda and Mohali also. The allied companies/ partnership concerns (under the same management) in the business of Real Estate are as under. M/S cosmos Builders Promoters Ltd. Delhi Delhi New Delhi New Delhi New Delhi Bathinda Bathinda

M/S Chavan Rishi International Ltd. M/S Sarva Priya Developers Pvt. Ltd. M/S Sarva Priya Construction Pvt. Ltd. M/S Chavan Rishi Resorts Pvt. Ltd. M/S Bathinda Chemicals Ltd. M/s Ganpati Estates

 M/s Ganpati Builders & Developers M/s Ganpati Associates M/s Gee city builders Pvt. Lt.

Bathinda Bathinda Panchkula

Since stepping into the business of Real Estate Mittal Group has undertaken & completed successfully various residential and commercial sites having worth crores of rupees at Delhi, Haryana and Punjab. Many of these projects have already been sold /possession handed over to the buyers. At present Mittal Group boasts of a good name in real Estate besides edible oils manufacturing. A list of projects undertaken by Mittal Group under its different companies /partnership (completed & in progress) is as under-: Information Technology Business Keeping in view the revolution in information technology industry in the year 2000, Mr. Rajinder Mittal (Chairman and company Managing Director, Bathinda Chemical Limited) took over a Chennai based company namely QPRO InfoTech Limited engaged in the business of Electronic Typesetting Software development and Database Management. The company has been managed by thoroughly professional people. In the last 5 year the company has registered tremendous growth and in the financial year 2003-04 the company earn more than Rs. 500.00 Lacs total income from services and Rs. 113.00 Lacs as net profit after tax.

Riding on success of QPRO InfoTech Ltd. the company took over EPublishing overseas company namely M/S Santype International Ltd., having its registered office at Sailsbory (U.K) in the year 2001. With the takeover of this foreign company the management has been able to expand its business of Electronic Type settings, Software Development and Database Management in Europe. The business of the company has been expanding by leaps and bounds every year. Multiplex Complex-cum-shopping Mall Bathinda Mittal Group has now undertaken a project for the construction of a Multiplex Complex cum Shopping Mall at Bathinda under the name & style of its partnership concern M/s Ganpati Builders & Developers, Goniana Road and Bathinda having the following partners. M/s Bathinda Chemical Ltd. (Through its CMD Sh. Rajinder Mittal) Sh. Jiwan Bansal 80% Share 20% Share

The firm has purchased of land of about 7000 Sq. Mtrs. At Goniana Road, Bathinda, at present hotel Panj Rattan is running on this land. The planning is to abolish the hotel building to construct an ultramodern Hi-fi multiplex cum shopping mall on this land. The site is located in the heart of the city, opposite

three cinema halls at Goniana road, only 300mtrs away from famous Road garden and only 2 Km away from main bus stand & main market. The saleable area in the Multiplex Complex cum Shopping Mall will be about 250000 Sq. ft. approximately and the estimated cost of project is Rs. 25.00 crores. Bathinda city is the fastest growing city of Punjab State at present having population base of approximately 5 Lacs. The city is already having big industries like Punjab Govt. Thermal Power Plant, National Fertilizers Ltd., Vardhman Polytex Ltd., Gujarat Abuja Cement Plant, govt. Milk Plant of Milk fed Punjab besides edible oil complex at Bathinda Chemicals Ltd. Asian biggest Military Cantonment area having thousands of military personal is in Bathinda. Another unit of Punjab Govt. Thermal Power Plant situated at village Lehra Mohabbat, only 25 Km from Bathinda. Another Mega Project of Punjab Govt. namely Guru Gobind Singh Petroleum refinery with the proposed investment of Rs. 15000 crores has already been sanctioned in District Bathinda, which is only 30 Km away from Bathinda city. With the installation of this refinery in Bathinda district, it is expected that there will be tremendous growth of Bathinda City and surrounding areas so far as Real Estate business is concerned. The area of Bathinda as basically agricultural based having crops like Cotton, Paddy and Wheat. The business is mainly based on these products. The people of Bathinda are rich and the market has been hold by Aggarwals. In the last few

years, the education standard of the city has grown to many folds with the establishment of an Engineering College, Law College and a Medical College (in progress). The city has now a big name for getting coaching for medical & engineering entrance exams in North India. The purchase capacity of people has been increased with the good crops in the last 4, 5 years and also increases in the income of salaried classes. Personnel from Military Cantonment also require good shopping complex and branded items in Bathinda. Rich & well to do people from surrounding areas visit regularly to Bathinda city for purchasing and to requirement of a Multiplex Complex cum shopping Mall of its kind in Malwa region in Punjab.

THE BOARD OF DIRECTORS OF THE COMPANY ARE

a) Mr. D.D Mittal:Mr. D.D Mittal is presently chairmen of the company and has been creatively engaged in the day to day affairs of company, since its inception. He is having a rich experience of around 44 years in the oil and cotton industry. He has been the director of the solvent Extractors Association of Punjab in the year 1990 b) Mr. Rajinder Mittal:Mr. Rajinder Mittal is M.D of company born in April 1959 is a commerce graduate and having a vast experience in the edible oil industry. Mr. Rajinder Mittal is a pioneer in developing the Solvent extraction Plants with latest technologies since 1976. He is spearheading the company. Under the stewardship of Mr. Rajinder Mittal the company has grown manifold over the years. c) Mr. Vinod Mittal:Mr. Vinod Mittal is a Mechanical Engineering and is the while time Director of Company. He is looking after Technical affairs of the company since 1985.

d) Mr. A.K. Sood:Mr. A.K Sood is a Professional Technical Consultant and is nominee of Punjab State Industrial Development Corporation Limited (PSIDC) He is holding the office of General Manager (Finance and Investment) in PSIDC , Chandigarh. e) Dr. Rajan Sekhariya:Mr. Sekhariya is a Professional Technical Consultant and is that Managing Director of M/s Mecpro Heavy Engineering Ltd; a leading company engaged in installation of different types of edible oil plants and providing consultants in this regards. T he Board of Directors of the company is supported by a dedicated, experienced and well-equipped team of technical, commercial and legal professional.

Achievements of company

ACHIEVEMAENTS OF COMPANY

The company has achieved various awards under the stewardship of its Managing Director Mr. Rajinder Mittal. We take pride in announcing some of them: State Export Award 1993-94 (Department of Industries, Punjab) Hind Gaurav Award 1994 (All India Achievers Conference, New Delhi) Management Excellence Award 2005 MIDI (Management & Industrial Development Institute) Great Achievers of Industrial Excellence Award 2006 (Council for Economic Growth & Research, New Delhi) For Excellence in the Chosen Field 2007 (By International Business Productivity Forum, New Delhi) B.K. Goenka Award 2006-07 for 3rd Highest producer of refined Rice Bran Oil B.K. Goenka Award 2007-08 for 3rd Highest producer of refined Rice Bran Oil B.K. Goenka Award 2008-09 for 2nd Highest producer of refined Rice Bran Oil

WORKING OF VARIOUS DEPARTMENTS

BCL has many departments and brief working of these to as follow:1. HRM Department: - The head of HRM department is Sh. A.L Singla main activities of this department are as under:a) Manpower Planning. b) To ensure employment of workers. c) Welfare activities in the mill. d) Record of attendance. e) Salary and wages administration. f) Liaison with External agencies. 2. Commercial Department: - The head of commercial department is Sh. B.D Bindal. Main Activities of this department are as under:a) Receipt and storage of raw materials. b) Issue of raw material. c) Receipt and storage of finished goods. d) Dispatch as per marketing requirements. e) Maintaining if excise records. f) Liaison with excise authorities. 3. Engineering of Electrical Department: - The head of this department is Sh. N.M. Bhanot. Main activities of this department are as under:-

a) Power planning. b) Services to other departments. c) Efforts to minimum break down. d) Humidity to maintain environment. e) Sub-station to control the power. f) Providing generator and other facilities 4. Marketing department: - The head of this department is Sh. Krishna Bansal. Main Activities of this department are as under:a) Customers development. b) Processing order. c) Collection of payment from customers. d) Ensuring dispatches in time. 5. Maintenance Department: - The head of this department is Sh. Deepak Tayal maintenance department is involved in preparation of preventive maintenance schedule in order to avoid machine breakage. 6. Accounts and Finance Department:-The head of this department is Sh. S.N. Goyal. Main activities of this department are as under:a) Control and supervision of finance of BCL. b) Control and supervision of accounts of BCL. c) Taxation of group and individuals.

d) Guidance to associate members. e) Clubbing of final balance sheet and notes etc. 7. Purchase Department: - The head of purchase department is Sh. Rakesh Mittal. The main activities of this department are as under:a) To make continuous availability of materials. b) To make purchase competitively and wisely at the most economical prices. c) To make purchases is reasonable quantities to keep investment in materials at minimum. d) To purchase proper quality of materials. e) To develop good supplier relationship. f) To develop alternate sources of supply. g) To adopt the most advantageous method of purchase. h) To serve as an information centre on the materials knowledge relating to prices sources of supply, specification, mode of delivery etc. 8. Stores Department: - The head of department is Sh. V.K. Bansal. The main activities of this department are as under:a) To receive the stores correctly. b) To keep every item of stores in its allotted bin.

c) To maintain the stores in an orderly and tidy manner. d) To ensure that materials are issued only to those who present a duly signed requisition note. e) To requisition from the purchasing department. f) To insure that stocks do not exceed on the maximum levels or go below the minimum level at any time. g) To maintain and supervise the duties of the different members of staff under his charge. h) To prevent unauthorized persons from entering into stores.

PRODUCTS OF BCL

PRODUCTS OF BCL
The company is mainly producing Vanaspati Ghee and Refined-edible oil for human consumption the products of the company are being marketed in the packets of 15 kg, 5lt, 2lt/kg and kg in the North and East (Indian State) the company is having a well knitted dealers networks for marketing products and having its sale depots situated in the states of U.P., Punjab, Haryana, J&K, Rajasthan& H.P besides the union territory of New Delhi. The company is marketing its products under the brand name of Rishi Shakti and Star vegetable oil and Murli refined oil and the same got a very good response from the different sections of the consumers.

RAW MATERIAL
The raw materials of the company are-: 1. Cotton Seeds 2. Mustard Seeds, 3. Sun Flower Seeds 4. Palm Oil 5. Soyabean Seeds 6. Paddy Rice Bean 7. Film Oil.

PROMOTERS AND THEIR BACKROUND

BCL was promoted by Mr. Dwarka Dass Mittal whose age is now about 65 years and he is matric pass and is having business experience of about 35 years. He has been a director of de oiled Solvent Industry Pvt. Ltd. Kotkapura in the early years of his career. Regarding organization profile, the management believes in dignity of labor and increase the morale and confidence to put the maximum efforts to achieve the objectives by coordinating all the operational functions of the organization.

Main competitors of bcl

MAIN COMPETITIORS OF BCL

1. FORTUNE

2. GAGAN/GINNI

3. ANGAN

4. RAJDHANI

Social responsibility

Social Responsibility
The company knows its responsible towards the society. It has organized blood donation camps on various occasions. 1. Academics-: The Company provides free education to the words of their labour. 2. Religious Function: - The Company has organized many religious functions like Langers and punjs. The company also maintains one Dharmshala. 3. Mass Girl Marriage: - For the well being of girls, the company arranges Mass Girls Marriage of the girls of poor families on a number of occasions. 4. Contribution: - The Company feels responsible towards the special section of society i.e. special children. The company regularly contributes funds to the Deaf &Dumb School. 5. Others: - On a various occasions, the company distributes festive gifts to the employees for their performance.

INTRODUCTION TO GRIEVANCE HANDLING

Introduction:
It is a Universal fact where ever human beings are involved, of certain there will be discontents and dissatisfaction, even though it may superbly be best managed organizations. But it does not mean that by thinking so, the management can ignore the grievance of the employees. Accumulation of dissatisfaction may result in severe conflicts and litigations, hampering the peace and work, for which the majority of the human beings aspire. Further, it is observed that some of the situation which could easily be, otherwise avoided result in the form of grievance, damaging the very harmony of the organization. There is generally because of lack of concern for the employees, or due to lack of managerial expertise, or due to irrational decisions. Quite often, it is forgotten that the grievances are pests that weaken the organization tree with the trace of indelible marks. A grievance is a sign of an employees discontentment with his job or his relationship with is colleagues. Grievance generally arises out of the day-to-day working relations in an organization. An employee or a trade union Protestants against an act of policy of the management that they consider violating employees rights. One of the effective ways of minimizing and eliminating the source of an employees grievance is by having an open door policy. An open door policy facilitates upward communication in the organization where employees can walk into a superiors cabin at any time and express their grievance. The national commission on labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever is expressed.

Conflicts occur when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods of achieving reconciliation of conflicts. These methods are win-lose withdrawal and retreat from argument smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods problem-solving method is most likely to bring about a winwin situation. Meaning and Definition The term Grievance is derived from the word Grieve which means to cause grief or pain of mind, to make sorrowful, to show grief. According to Chambers dictionary- Grievance is cause or source of Grief, ground of complaint; condition felt to be oppressive or wrongful In the words of Prof. Jucius- Grievance is any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company that an employee thinks, believes, or even feels is unfair, unjust or inequitable. According to Dale Beach, Grievance is any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the attention of management. Causes of Grievance The factors contributing to the employees grievance should be properly studied and analyzed to ensure its correct redressel. These factors broadly fall in these categories:

MANAGEMENT PRACTICES: - The style of management to be followed in an organization should be related to the social-cultural orientation of the employees. For Example, a workforce comprising of highly skilled and educated people would prefer participative style of management as compared to an autocratic style. Ambiguities in personnel policies, faulty implementation of personnel policies and poor communication between management and its employees also results in grievances. Matters such as employee compensation, seniority, overtime, assignment of personnel to shifts are all the example of ambiguity leading to grievances. UNION PRACTICES:- In organizations where there are a multiplicity of unions , many of whom having political affiliation also , there is constant lobbying for numerical strength and support of workers . Under such circumstances the union that provides a voice to workers grievance gains more support. Knowing this union sometimes inclined to encourage the feeling of grievances in order to demonstrate to advantage of union membership. INDIVIDUAL PERSONALITY TRAITS:- An individual workers personality also has a bearing on the usage of the grievance machinery . Some workers are basically predisposed to grumble and find fault with every minute matter. While there are workers who are wiling to overlook minor issues and discomforts and get on with jobs .Some workers due to their ill health and some due to tension find it hard to adjust to minor changes at work place and this result in grievance .

In simple words employee grievance may be due to: Demand for individual wage adjustment. Complaints about the incentive system Complaints about the jobs classification Complaints against a particular foreman Complaints concerning disciplinary measures and procedures Loose calculation and interpretation of the seniority rules and unsatisfactory interpretation of agreements Promotion Frequent transfer to another department or another shift In adequacy of safety and health services Non availability of materials in time Violation contracts to relating to collecting bargaining Improper job assignment Undesirable or unsatisfactory conditions of work Sometimes management too has grievances against the employees. These relate to: Indiscipline among the workers Go slow tactics by workers Non-fulfillment of the terms of contract signed between the management and the workers or their trade unions Failure of the trade unions to live up to its promises given to the management

 Trade union rules which conflict with terms of contract arrived at between a trade union and the management Grievance Handling Procedure In PSEB following procedure is used for handling the grievance:STAGE 1:- A worker designing to raise any question should discuss the matter with immediate supervisor. STAGE 2:- Failing a satisfactory solution he may with in 6 days of specific reason for complaint approach his Section Head through his immediate supervisor. STAGE 3:- Failing a satisfactory solution he may with in 9 days of specific reason for complaint request an interview with the manager through Department Head. STAGE 4:- If the workman is not satisfied with the decision of the manager he may request consideration of his complaints by a body constituted in the manner stated in stage 5. STAGE 5:- For hearing the complaint of the workman is not satisfied with the decision of the manager, a body shall be constituted of two representatives of the management plus two representatives of the department of workman concerned on the work committee plus either the secretary or the vice chairman of the work committee. (This is in the case the secretary of the work committee is also a workmens departmental representatives) The size of the body shall be limited to the maximum of four. This body shall submit its recommendations to the management for their decision.

ESSENTIAL PRE-REQUISTIES OF A GRIEVANCE PROCEDURE The management should take care of following aspects to develop a culture of trust and confidence upon the employees Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complaint Always ensure that managers have adequate time to be devoted to the complaint Explain managers role , the policy and the procedures clearly in the grievance handling procedure Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of Try to let employee present their issues without prejudging or commenting Do use a positive, friendly ways to resolve the crisis than punitive steps which disturb the system Do remain calm, cool, collected, during the course of the meeting Always focus on the subject of the grievance than allied issues Dont make threats manage the grievances Never make use of allegations against personalities Be aware of the staff members potential concerns to the possible repercussions of raising a grievance Dont become angry, belligerent or hostile during grievance handling procedure

 Do listen for the main point of arguments and any possible avenue to resolve the grievance Listen and respond sensitively to any distress exhibited by the employees Eliminating the source of the irritation or discomfort being complained of Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible Dont horse trade or swap one grievance for another (where the union wins one, management wins one).Each case should be decided on its merits Avoid usage of verbalisms like it will be taken care of. Ensure effective, sensitive and confidential communication between all involved. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest. All parties are heard and those who have had complaints made against others are given an opportunity to respond. Try to look upon the problem on different angles for appropriate understanding. Ensure that there is proper investigation of the facts and figures related the problem under concern. Consider all relevant information in the investigation process. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be possible outcome. Be aware of the limits of authority of the person who involved in the grievance handling procedures.

 If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible.

REVIEW OF LITERATURE

Wyman, (1971) After mutual grievance resolution was reached, he suggested that managers must give a written answer regarding grievance resolution outcome to aggrieved subordinate. He coded that unlike oral answers to unwritten grievances, the written answer must conform to established protocol which comes down from the management. And protocol decrees that the written grievance must be shorn of every other impinging factor however pervasive and controlling. A written answer for grievance management is important as a record for precedent case if the same issue arise in future. The requirement for recorded grievance resolution outcome also needed if the grievance is referred to the next step in grievance procedure.

Rawl, (1971) The publicity of the rules of an institution insures that those engaged in it knows what limitations on conduct to expect on one another and what kinds of actions are permissible. 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. There should be opportunity for the employee to refer the grievance to higher levels of management (if applicable). A grievance procedure should specify a time limit for submitting the appeal and also a stipulated time limit by which it will be decided at the first level of appeal.

Casey Ichniowski, (1986) this study develops and tests a production function that includes a plants grievance filing rate as a determinant of productivity. Application of that function to data on nine unionized paper mills for 1976-82 shows that the more grievances that were filed in a mill, the lower that mills productivity. Although this effect produced only small percentage changes in the productivity of these mills, the author argues that these changes could result in much larger percentage changes in the mills operating profits. Finally comparison between the productivity of the nine union mills and that of a nonunion mill has significantly lower productivity. Karambayya and Brett, (1989) another study on handling employees dispute among managers has been carried out by Karambayya and Brett (1989). From this research it was revealed that by using the varimax-rotated sevenfactor solution, four roles have been determined as managers behaviors in handling disputes. The first role was named inquisitorial role. Managers who took an inquisitorial role retained both process and outcome control for them. In this role managers imposed own idea, made final decision and proposed own idea. The second role was mediational role. Mediational role allows managers to ask their employee questions regarding conflicts, requested proposals from employees and tried to incorporate their ideas into employees proposals. The third role represented the role called procedural marshal. Managers taking this role described the dispute-handling procedures to be followed and strictly enforced those rules. The fourth role was the motivational role. In this role, managers always rely on motivational control by using threats and incentives. If the issue of dispute could not be settled at the meeting, managers will predict probable outcomes and exerted pressure to encourage a timely settlement. Many of the studies measuring styles in handling grievances used descriptive analysis. Even though study by Karambayya and Brett (1989) employing factor analysis to

examine managers role in resolving conflict but this study did not specifically examined styles that managers employed in resolving conflict. Robbins (2005) has distinguished between managerial role and managerial style in managing conflicts. Rahim & Magner, (1995) discusses the styles in handling grievances. By using Rahims Organizational Conflict Inventory II (Rahim & Magner, 1995) this study identifies styles in handling grievances. This instrument combines two dimensions i.e. concern of self and concern of others. Combining dimensions, Rahim and Magner handling interpersonal conflict namely avoiding, dominating, these (1995) have introduced five styles in obliging,

compromising and integrating. The result of factor analysis reveals that the styles used by heads of department in handling their subordinates grievances are integrating, compromising and dominating. Caroline M. hook & Derek J. Rollinson, (1996) They present the reports which research into the handling styles of supervisors and managers when dealing with disciplinary and grievance situation. Compares the handling styles that they use when dealing with discipline and grievance situations and finds that differences exist in the styles used for the two types of issue. The less serious disciplinary cases seem to attract a fairly prescriptive autocrative style, whereas those which are potentially more serious to the organization tend to be handled with less prescriptive approaches that involve the employee to a greater extent, and it is this approach which theory suggests is more likely to bring about the desired change in the behavior of the employee. With the exception of cases which pose some threat to managerial authority, the general pattern that emerges for grievances is that they tend to be explored in a less prescriptive way. Describes the research methodology and sets the scene for a further research report.

Salamon, (2000) Generally, the grievance procedure includes few provisos. The procedure for resolving individual grievances should be simple and devoid technicalities. The grievance procedure should be in written (Industrial Harmony Code for Conduct, n.d) and only serves issues related to employees grievances. Cases that involve discipline or other form of conflicts should use other appropriate resolution machinery. The employees should also be explained, from time to time, the existence of grievance procedure and encouraged them to raise their dissatisfactions formally through this procedure. In 2001 the Vice Chancellor provided funding for the development of a universitywide Grievance Handling Professional Development covering all types of grievances. Consultants were engaged to conduct surveys and develop training materials to reflect the needs identified by staff. The Equity and Diversity Unit, in collaboration with the Human Resources Unit, is implementing the professional development program throughout UTS assisted by academic and general staff with extensive grievance handling experience. Four 3- hour grievance Handling Modules have been developed specifically for UTS managers to assist I the handling and resolution of all types of complaints from both staff and students. The modules are conducted by UTS academic and general staff who are experienced in grievance handling. Upon request two consecutive modules can be run as a five hour session. Lewin and Peterson (2001) found a positive relationship with grievance procedure structure and grievance rates. They also found higher grievance rates under procedures that include provisions for expedited grievance handling. It was found that provisions allowing oral presentation of grievances was related to lower rates

of written grievances, and screening of potential grievances was related to lower rates of written grievance, and screening of potential grievances by a committee or other union officials was associated with lower grievance rates. Gordon and Miller, Allen and Keavney and Klass,(2002) note the important role that expectancy theory could play in differentiating grievants and nongrievants. Although not a complete test of expectancy theory, Lewin and Boroff did include the employees perceived effectiveness of the grievance procedure as an explanatory variable. Surprisingly, this was not significantly related to grievance filing. Further research focusing on expectancy theory and grievance filing that more fully develops testable hypotheses derived from expectancy theory seems appropriate. Andy Davidson (2003) Employees who have lead tried to resolve disputes over discrimination under new equality regulations have ended up facing demotion, dismissal, career changes, mental health problems including depression or anxiety, financial difficulties, relationship problems and having to move house. Some even contemplated suicide. Analysis by Acas shows that between January 2004 and September 2006, 470 individuals brought Employment Tribunal claims where the main allegation concerned discrimination on grounds of sexual orientation and 461 brought cases where discrimination on grounds of religion or belief was the main claim Two-thirds of claims were brought by men. The study highlighted how following internal grievances procedures to resolve disputes within organizations were regarded as being futile by the claimant. Complaints were made about how the submission of a grievance by an employee was often triggered by disciplinary action by employers and how they could work against achieving a satisfactory resolution; it was also thought to be difficult to find colleagues to represent them, that there were often unnecessary delays and the involvement of unsuitable

managers who, in a number of cases, were felt to claimants felt they did not receive a fair hearing at internal grievance procedures. Rose, (2004); Green, (1987) In the area of employment relations, employees dissatisfactions have commonly been divided into two broad categories, organized and unorganized. The first of these is used to refer to collective form of conflict which represents attempts on the part of workers to change the conditions deemed unsatisfactory, and encompasses such actions for example, strike, goslows, and work-to rule (Rose, 2004; Salamon, 2000). Unorganized conflict, in contrast, encompasses individual based forms of behavior which are less strategically oriented to the achievement of change (Salamon, 2000; Mills, 1994; Fossum, 2000). 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 dispute. McGrane, Wilson, Cammock, (2005) have accomplished a study on one-to-one dispute resolution. The target population for the study was individual employees in the British Isles who worked in small office contexts. A total of 31 male and 57 female employees of managerial and non-managerial were recruited as respondents to this study. In establishing one-to-one dispute resolution, McGrane et. al (2005) have come out with three methods of dispute management that are often used by leaders and their employees. These methods are fight, flight and intervention. Fighting style aims to identify a winner and a loser. This often takes the form of an employee invoking an organizations formal grievance procedure in which a dispute was investigated with high costs to all involved. Flight is another method of dispute resolution that is commonly used. This occurs

by avoiding an issue or transferring away from a problem. Intervention is the third method of dispute management that is typically used. In this method, employees request that their line manager intervene directly and manage their dispute for them. However, third-party intervention is not a panacea. On the contrary, such intervention can add to the problem. According to Bemmels and Resyef, (1991), the intervention of third party in grievance resolution will drag the time period that will effect workers frustration. Rahul and Deepati, (1999) coded that third party normally was not familiar and lack of knowledge on issue raised by aggrieved employee. In addition the third party also not well-known with companys environment. IES author Ann Denver (2007) He said One strong theme which emerged from both sets of claimants was the tendency of their employers to respond to their complaints by seeing them as the problem, rather than the victim of unfair treatment. But despite the sometimes difficult experiences of submitting an employment tribunals claim many felt the process allowed them to defend against discrimination in a way they felt unable to within the workplace and to make an important symbolic gesture. Justice rather than financial compensation was seen as being the main motivation. Every management should have efficient handling employee grievances to ensure organizational excellence and effectiveness. Right mechanism, procedures and practices help ensure organizational culture and climate leading to better productivity and performance.

RESEARCH METHODOLOGY

MEANING 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. In it we study the various steps that are adopted by a researcher in studying his research problem along with the logic behind them. Thus when we talk of research methodology we not only talk of the research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by researcher himself or by others. RESEARCH PROCESS FORMULATING THE RESEARCH PROBLEM: - There are two types of research problems, viz., those which relate to states of nature and those which relate to relationship between variables. And my research relates to states of nature. TYPES OF DATA: - PRIMARY DATA: - Most of the data is collected by means of questionnaire and direct personal Interviews of the Nestls Personnel and some officials. SECONDARY DATA: - Some of the data is

collected through reports and officials publications i.e. Nestls registers, Magazines, and information books. DATA COLLECTION METHODS: - There are various methods of data collection like Observation, Interview, and Survey etc. I have used Questionnaire technique for data collection. RESEARCH INSTRUMENT: - A Structured and questionnaire is designed to collect the data from the employees, which contains multiple choice and affirmative style closed-ended questions. SAMPLE SIZE:- Keeping in view the objective of research, the sample size is 100 SAMPLE UNIT: - In this survey workers from almost all the departments were taken which include5 units viz South Zone, North Zone,. Border Zone, West Zone & Central Zone. SAMPLING TECHNIQUES: - The sampling technique is random sampling as I have selected the sample units that are the employees of PSEB.. DATA ANALYSIS TECHNIQUES TO BE USED: - The graphic representation of data has been done on the basis of percentage. For this purpose, charts have been used.

DATA INTERPRETATION & ANALYSIS

Data interpretation & analysis tell us about the causes of the grievance, grievance handling procedure followed in PSEB and satisfaction of the employees from the grievance handling system provisions in the PSEB. It tells about the various responses given by the workers and shows the results by charts and figures. 1- Your employment type Parameter Permanent Ad hoc Contract Total No. of Respondents 73 15 12 100
employment type

(1) (2) (3)

Percentage 73% 15% 12% 100%

80 70 60 50 40 30 20 10 0 Permanent Ad hoc Contract no. of respondent

Table 1 Among the 100 respondents 73 i.e. 73% were permanent employees, 15 i.e. 15% were adhoc and 12 i.e. 12% were contract. Figure 1 show that maximum respondents were permanent employees

2- Awareness of Grievance handling

Table 2

Parameter (1) (2) Yes No Total

No of Respondents 80 20 100

Percentage 80% 20% 100%

Figure 2
90 80 70 60 50 40 30 20 10 0 Yes No no. of respondents

Table 2 shows out of 100 employees 80 i.e. 80% are aware of the meaning of grievance and 20 i.e. 20% are saying they dont know what is grievance. Most of the workers are aware of the meaning of grievance. Results are shown in Figure 3

3- Grievance faced since you are doing the job

Table 3

Parameter (1) (2) Yes No Total

No of Respondents 95 5 100

Percentage 95% 5% 100%

Figure 3
100 90 80 70 60 50 40 30 20 10 0 Yes No

no. of respondents

Table 3 shows out of 100 employees 95 i.e. 95% said that they have faced grievance and 5 i.e. 5% said they have-not faced grievance during their job. Most of the workers have faced grievance in their job. Results are shown in Figure 4 4- Grievance according to you is:

Parameter (1) (2) (3) Feeling of dissatisfaction Feeling of dejection Working condition Total

No of Respondents 36 47 17 100

Percentage 36% 47% 17% 100%

Figure 4

17% 36% Feeling of dissatisfaction Feeling of dejection Working condition 47%

Table 4 shows out of 100 employees 36 i.e. 36% consider grievance feeling of dissatisfaction and 47 i.e. 47% consider it as feeling of dejection and 17 i.e. 17% consider as working condition. Figure 4 show that most of the employees consider grievance as feeling of dejection 5- Is there a positive and friendly approach during grievance handling Table 5

Parameter (1) (2) Yes No Total

No of Respondents 80 20 100

Percentage 80% 20% 100%

Figure 8
80 70 60 50 40 30 20 10 0 Yes No

Figure - 5

no. of respondents

Table 5 shows out of 100 employees 80 i.e. 80% said yes there a positive and friendly approach towards grievance handling and 20 i.e. 20% said no to positive and friendly approach during grievance handling. Results are shown in Figure 6

6- Are you constantly informed on what is being done about your grievance Table 6

Parameter (1) (2) (3) Very often being informed Seldom being informed Does not inform at all Total

No of Respondents 34 50 16 100

Percentage 34% 50% 16% 100%

Figure 10
60 50 40 30 20 10 0 Very often being informed Seldom being informed 34 50

Figure - 6

no. of repondents 16

Does not inform at all

Table 6 shows out of 100 employees 34 i.e. 34% said that they are very often informed on what is being done about the grievance, 50 i.e. 50% said they are seldom being informed and 16 i.e. 16% said that they are not informed what is being done about the grievance. Results are shown in Figure 7 7- Are the matters relevant to the grievance kept confidential Table 7

Parameter (1) (2) Highly confidential Not kept confidential Total

No of Respondents 84 16 100

Percentage 84% 16% 100%

Figure 10

Figure - 7

Not kept confidential 16%

Highly confidential 84%

As shown in Table 7 out of 100 employees 84 i.e. 84% said that the matters relevant to the Grievance are kept highly confidential and 16 i.e. 16% said that the matters relevant to the Grievance are not kept confidential. Results are shown in Figure 8 8- Up to what extent do you think your personal reasons contribute to your Grievance Table 8

(1) (2) (3) (4) (5)

Parameter Very much Moderate Low Very low Cant say Total

No of Respondents 55 16 14 5 10 100

Percentage 55% 16% 14% 5% 10% 100%

Figure 11
60 50 40 30 20 10 0 Very much Moderate Low Very low

Figure - 8
no. of respondents

Cant say

As shown in Table 8 out of 100 employees 55 i.e. 55% said that their personal reasons have very much effect on their grievance 16 i.e. 16% said moderate 14 i.e. 14% said low 5 i.e. 5% said very low and 10 i.e. 10% cant say anything about this. Results are shown in Figure9

9 Do you feel that the supervisor possesses necessary human relation skills in terms of understanding the problem? Table -9

Parameter (1) (2) (3) Very highly skilled Moderately skilled Not skilled Total

No of Respondents 68 22 10 100

Percentage 68% 22% 10% 100%

Figure 13

Figure - 9

70 60 50 40 30 20 10 0 Very highly skilled Not skilled Moderately skilled no.of respondents

As shown in Table 9 it shows that 68 i.e. 68% of respondents state that their supervisor are highly skilled and 22 i.e. 22% state that their supervisor is moderately skilled and 10 i.e. 10% state that their supervisor are not skilled.

10- Procedures for conveying grievance

Parameter (1) (2) Very simple Difficult to utilize Total

No of Respondents 86 14 100

Percentage 86% 14% 100%

Figure 14

Figure 10

100 80 60 40 20 0 Very simple Difficult to utilize

no. of respondents

Table 10 shows out of 100 employees 86 i.e.86% said that the procedure for conveying grievance is very simple and 14 i.e. 14% said that procedure for conveying grievance is difficult to utilize.

SUMMARY

Following are the findings that are interpreted from the study of perception of investors regarding investment options: 73% were permanent employees, 15% were adhoc and 12% were contract. 80% are aware of the meaning of grievance and 20% are saying they dont know what is grievance. Most of the workers are aware of the meaning of grievance. 95% faced grievance and 5% have-not faced grievance during their job. Most of the workers have faced grievance in their job. 24% wish to communicate their grievance to the management and 35% said that they wish to communicate their grievance to the grievance handling committee, 8% communicate to supervisor, 34% communicate to any other and 3% do not communicate to any one. Maximum employees i.e. 24% said that their personal reasons have very much effect on their grievance. 16% said moderate 14% said low 5% said very low and 10% cant say anything about this. 60% said their higher authority listen patiently, 34 i.e. 34% said their higher authority shouts at you and 6 i.e. 6% said they do not listen at all to their grievance. 86% said that the procedure for conveying grievance is very simple and 14% said that procedure for conveying grievance is difficult to utilize.

LIMITATIONS AND RECOMMENDATIONS

LIMITATIONS Short span of time: - The main limitation is availability of time. Due to short span of time, some inaccuracy may have occurred. Biasness on the part of respondents: - Some respondents were not ready to reveal the true information. Inaccurate access: - Due to short span of time it was not possible to access all employees as factory is wide. Lack of interest: - Some were not interested in filling the questionnaires and they did not give back the questionnaires.

RECOMMENDATIONS Conflict management in the organization will be helpful to reduce the number of grievance rates. Suggestion boxes can be installed. This brings the problem or conflict of interest to light. Proper pay packages must be provided to the respondents. Increase the communication between the employees and the management. Enough resources could be provided to improve their skills. Matters related to grievance could be kept confidential.

CONCLUSION
From the responses of employees given regarding the questions on grievance handling the following conclusions are drawn: Most of the respondents are aware of the meaning of the grievance They consider it both the Feeling of dissatisfaction & Complaints of employees but most of them consider it as feeling of dissatisfaction than complaints of employees. 73% respondents to whom I asked the questions were permanent employees. The level of grievances is more in ad hoc employees than the permanent employees. The employees who lie between the age group of 30 and above face more grievance than the senior employees. The female employees face more grievance than the male employees.