INTRODUCTION

1. INTRODUCTION
A grievance is a wrong or hardship suffered, which is the grounds of a complaint. Grievance-handling is a very important and sensitive area of the work profile. It is, nonethe-less, an area that is, at best, taken for granted and, at worst, grossly neglected by the service providers as it does not fall into the category of "urgent matters". Its importance is very often not appreciated by those who ought to recognise the value of grievances in order to develop a diagnosis of what ails a Department or agency. here is, perhaps, a reasonable !ustification for this perception of the grievance-handling mechanism among the citi"ens at large. #very grievance points to a missed pulse beat somewhere in the organisation, and when grievance-prone areas are identified and analysed, it can fre$uently prevent "cardiac arrest" or avoid a "moment of truth" for the organisation. %ne does not have to await public interest litigations and contempt proceedings in a court of law before addressing grievances and grievance-prone areas. here are specific factors that make for a sound complaints-handling system. It should ideally be accessible, simple, $uick and fair. It should also respect confidentiality, be responsive, effective and accountable. It should provide feedback to management for systemic reform. Accessibility &rievance-handling is decentralised and grievances are settled independently by each Department or agency. of the week. here is a provision for accessibility of publicly notified &rievance %fficers to meet the aggrieved persons at specified times and on specified days elephone numbers and contact addresses of the &rievance %fficers are widely publicised. 'omplaint bo(es are placed at or near the reception desks. Information and )acilitation 'ounters *I)'s+ have been set up by the organisations with a large public interface. Simplicity he streamlining of complaints-handling is essential and, though an outline of the 'ompany,s re$uirements to assess a grievance is publicised, no strict proforma for application is laid down. -

Speed ime limits have to be fi(ed and notified for grievance-handling and final disposal by each organisation. Fairness It is not as easy as it sounds, as it re$uires balancing fairness towards the complainant with fairness towards the organisation and the individual complained against. .erception of fairness can vary sometimes even in the face of true impartiality. ransparency on the part of the decision-making and implementing authority goes a long way towards ensuring fairness. Confidentiality It needs to be maintained in all cases, particularly in matters such as dispute settlement in land-revenue or police cases. /ith the increasing use of information technology, provisions for maintaining confidentiality are being built into grievance software too. A reply to any grievance must cover all points raised and not address the grievance partially. 0oreover, if an application is re!ected, the reasons for such re!ection must be made e(plicit. If there is any follow-up action, it must be pursued. his is not to say that such consideration is to be given to frivolous or fictitious complaints or to those which are persistently repeated, despite a well argued final reply having been sent. In order to be effective, the grievance redress mechanism should provide specific remedies. 1emedies vary from compensations and refunds to repairs and replacements, from giving re$uisite information to tendering an apology. he concept of providing remedies re$uires a paradigm shift from an inherently defensive stance to one which is based on reaching out with goodwill to the aggrieved person. It also re$uires a degree of sensitive handling and can differ from case to case. 1emedies also work towards ensuring both organisational and individual accountability.

An accountable grievance-handling system is open to scrutiny by clients, government and agency staff. Agencies can make their grievance redress mechanism more accountable by publishing information on the system and service delivery standards, and reporting on the outcomes of complaints and citi"en satisfaction levels in annual reports and other public documents.

1.1 UNION LABOR

In a labor union, a grievance is the sub!ect of a complaint filed by an employee to be resolved by procedures provided in the union contract. 3uch a grievance may arise from an alleged violation of the collective bargaining agreement, or violations of law, such as workplace safety regulations... %rdinarily, unioni"ed workers must ask their operations managers for time during work hours to meet with a shop steward in order to discuss the problem, which may or may not result in a grievance. If the grievance cannot be resolved through negotiation between labor and management, mediation, arbitration or legal remedies may be employed. ypically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. #mployers cannot legally treat an employee any differently whether he or she has filed a grievance or not. the sub!ect matter relates to the collective bargaining agreement. he difference between a grievance and a complaint, in the unioni"ed workplace, is whether

1.2

IS!OR" AN# $OLI!ICS

A grievance may arise from in!ustice or tyranny, and be cause for rebellion or revolution. he revolt of #nglish barons in the early thirteenth century which led to the 0agna 'arta of 1-14 was partly motivated by grievances against abuses by 5ing 6ohn. his right to .etition the king, for grievances, was affirmed in the 7ill of 1ights 189:. he ;nited 3tates Declaration of Independence is mainly an enumeration of the colonists< grievances against 5ing &eorge III. he right "to petition the &overnment for a redress of grievances" is recogni"ed in the )irst Amendment to the ;nited 3tates 'onstitution. =

A grievance is a sign of an employee,s discontentment with his !ob or his relationship with his colleagues. &rievances generally arise out of the day-to-day working relations in an organi"ation. An employee or a trade union protests against an act or policy of the management that they consider as violating employee,s rights. %ne of the effective ways of minimi"ing and eliminating the source of an employee,s grievance is by having an >open door policy,. An >open door policy, facilitates upward communication in the organi"ation where employees can walk into a superiors, cabin at any time and e(press their grievances. he ?ational 'ommission on @abor suggested a 0odel &rievance .rocedure, which lays down the se$uence of steps to be taken whenever a grievance is e(pressed. 'onflict occurs when two or more people or parties perceive an incompatibility in their goals or e(pectations. here are seven methods for achieving reconciliation of conflict. hese methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. %f all these methods >problem-solving, method is most likely to bring about a win-win situation. 0aintaining $uality of work life for its employees is an important concern for the any organisation. he grievance handling procedure of the organisation can affect the he grievances of the employees are harmonious environment of the organisation.

related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimi"ation, wage, bonus, etc. Aere, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. 0anagers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. #ffective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. .ositive labor relations are two-way street both sides must give a little and try to work together. 1elationship building is key to successful labor relations.

1.3 CAUSES OF GRIEVANCES

'auses of &rievances Among /orkersBi. Concerning wages Demand for individual ad!ustmentC the worker feels that he is underpaid.

'omplaints above incentivesC pieces rates are too low or too complicated. 0istakes in calculating the wages of a worker.

ii. Concerning Supervision 'omplaints against discipline %b!ection to having a particular foremanC the foreman ignores the complaints. %b!ection to the manner in which the general methods of the supervision are usedC rules and regulations are not clearly posted iii. Concerning In ivi ua! A vance"en# 'omplaint that the employees record of continuous service has been unfairly broken. 'omplaints that the claims of senior persons have bee ignoredC that younger workers have been promoted ahead of older and more e(perienced employee. 'harges are made that disciplinary discharge or lay-off has been unfair.

iv. Genera! wor$ing con i#ions 'omplaints about toilet facilities being inade$uateC about dirty lunch rooms. 'omplaints about working conditionsC dampness, noise, fumes and another unpleasant and unsafe condition, which can be easily correctedC overtime is unnecessary. v. Co!!ec#ive %argaining he company is attempting to undermine the trade union and the workers who belong to that unionC the contract with labour has been violated.

he company does not .allow the supervisors to deal with, and settle, the grievances of the employees

he company disregards precedents and agreements already arrived at with the workers and or their trade unions.

E"p!o&ee Grievances "a& 'e ue #o( Demands for individual wage ad!ustments 'omplaints-about the incentive system 'omplaints about the !ob classification 'omplaints against a particular foreman 'omplaints concerning disciplinary measures and procedures %b!ections to the general methods of supervision @oose calculation and interpretations of seniority rules and unsatisfactory interpretation of agreements .romotions Disciplinary discharge or lay-off ransfers for another department or another shift Inade$uacy of safety and health servicesDdevices ?on-availability if material in time Improper !ob assignment ;ndesirable or unsatisfactory working conditions

Causes o) Grievances in #*e +anage"en#(, Indiscipline &o slow tactics ?on-fulfillment of the terms of the contracts signed between the management and the workers of their trade union )ailure of the trade union to live up to its promises to the management E

Fuestionable methods adopted by trade union to enlist members rade union rules which conflict with the terms of contract arrived at between the trade, union and the management

1.- .RECAUTIONS AND .RESCRI.TIONS

he management should take care of following aspects to develop a culture of trust and confidence upon the employees. 1. Always ensure that the managers involved in the grievance handling procedures have a $uiet place to meet with the complainant. -. Always ensure that managers have ade$uate time to be devoted to the complainant. 2. #(plain manager<s role, the policy and the procedures clearly in the grievance handling procedure. =. )ully e(plaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 4. ry to let employee present their issues without pre!udging or commenting 8. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. E. Do remain calm, cool, collected during the course of the meeting. 9. Always focus on the sub!ect of the grievance than allied issues. :. Don<t make threats manage the grievances.

1G. ?ever make use of allegations against personalities. 11. 7e aware of the staff member<s potential concerns to the possible repercussions of raising a grievance. 1-. Don<t become angry, belligerent, or hostile during grievance handling procedure. 12. Do listen for the main point of arguments and any possible avenue to resolve the grievance. 1=. @isten and respond sensitively to any distress e(hibited by the employees. 14. #liminating the source of the irritation or discomfort being complained of. 18. 1eassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible. 1E. Don<t "horse trade" or swap one grievance for another *where the union wins one, management wins one+. #ach case should be decided on its merits. 19. Avoid usage of verbosisms like "it will be taken care of." 1:. #nsure effective, sensitive and confidential communication between all involved. -G. ake all possible steps to ensure that no victimi"ation occurs as a result of the

grievance being raised. -1. he investigator or decision maker acts impartially, which means they must e(clude 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. -2. ry to look upon the problem on different angles for appropriate understanding.

-=. #nsuring that there is proper investigation of the facts and figures related the problem under concern. -4. 'onsider all relevant information in the investigation process. -8. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. -E. 7e aware of the limits of authority of the person who involved in the grievance handling procedures. -9. If the manager feels that heDshe is not the appropriate person /senior manager+ to deal with the issue refer the complainant to the appropriate person as soon as possible. -:. ry to get a better idea of whether the alleged discrimination or harassment happened or didn<t happen. 2G. ell them e(actly what they are supposed to have done, to whom and e(plain, why this may be seen as discriminationDharassment or as inappropriate. 21. &rievances are preferably to be settled informally at the level of the employee<s immediate supervisor. 2-. ry the level best to involve team members to resolve the crisis at unit level itself. 22. Avoid as far as possible the union involvement in conflict resolution situation process. 1G

2=. )ollow documentation the procedures, of all necessary steps taken to resolve the problemDcomplaint. o a great e(tend the aggravation of industrial problems depends on manager<s approaches and attitude in effective handling of employees grievances. 'are should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. he conflict management approaches include the win-win strategy that help in the healthy organisational practices and which reflects the strong organisational culture. he cooperation from both parties is the pre-re$uisite to handle the problem and effective settlement of the grievances. 'onscious use of professional self can help managers in the conflict handling situations grievance redressal process.

1.0 GRIEVANCE .ROCEDURE

&rievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. he grievance procedures differ from organi"ation to organi"ation. 1. %pen door policy -. 3tep-ladder policy Open oor po!ic&( ;nder this policy, the aggrieved employee is free to meet the top e(ecutives of the organi"ation and get his grievances redressed. 3uch a policy works well only in small organi"ations. Aowever, in bigger organi"ations, top management e(ecutives are usually busy with other concerned matters of the company. 0oreover, it is believed that open door policy is suitable for e(ecutivesC operational employees may feel shy to go to top management. S#ep !a er po!ic&( ;nder this policy, the aggrieved employee has to follow a step by

step procedure for getting his grievance redressed. In this procedure, whenever an 11

employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superior,s decision, then he discusses his grievance with the departmental head. he departmental head discusses the problem with !oint grievance committees to find a solution. Aowever, if the committee also fails to redress the grievance, then it may be referred to chief e(ecutive. If the chief e(ecutive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties. GRIEVANCE .ROCEDURE IN INDIAN INDUSTR1 he 14th session of Indian @abor 'onference held in 1:4E emphasi"ed the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 18th session of Indian @abor 'onference, a model for grievance procedure was drawn up. his model helps in creation of grievance machinery. According to it, workers, representatives are to be elected for a department or their union is to nominate them. 0anagement has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. he 0odel &rievance .rocedure specifies the details of all the steps that are to be followed while redressing grievances. hese steps areB

STE. 1( In the first step the grievance is to be submitted to departmental representative, who is a representative of management. Ae has to give his answer within =9 hours. STE. 2( If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 2 days. STE. 3( If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to &rievance 'ommittee. he &rievance 'ommittee makes its recommendations to the manager within E days in the form of a report. he final decision of the management on the report of &rievance 'ommittee must be 1-

communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. he management must communicate its decision to the worker within E days.

STE. -( If the grievance still remains unsettled, the case may be referred to voluntary arbitration.

1.3 UNDERSTANDING GRIEVANCE .ROCEDURE IN 4U+AN RESOURCE +ANAGE+ENT

If an organi"ation has to move towards e(cellence, maintenance of harmonious and cordial relationship is a vital condition. 3imilar to organi"ation, e(pectations from the employees. he employees do have more e(pectation in terms what they have contributed to each other. )ailure to meet with each others e(pectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of 12

continuing in nature and often !udicial- legal process may not be of much help in resolving them.

+anaging Discip!ine( In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fi(ed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organi"ation. .romotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. hey are normally - A shared culture - Inculcation of positive attitudes - 3cope for problem solving and - A feeling of satisfaction

/15Approac*es #o Dea! wi#* In iscip!ine( his approach tends to emphasi"e the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic.
6

/25 7u icia! Approac*( his is only an after effect approach. It follows the law of natural !ustice and provides the offender all possible opportunity to bring out his side of the case. consuming process and conducive climates are not often restored. his is a time

/35 4u"anis#ic Approac*( 1=

It lays emphasis on a healthy inter personal relationship between the employer and employee. 'orrective steps are taken in helping the employees to get over their difficulties and to the e(tent possible, punitive actions are avoided inspite of some perceived inconsistency that may e(ist among other workmen. /-5 4u"an Resources Deve!op"en# /4R.5 Approac*( 5eeping in mind the heory H and its implications, organi"ational goals have to be

enhanced through ade$uate training, motivational patterns and personnel policies. &roups are used as influences and often made to act as catalysts to emulate norms of behavior. @ikewise, the effectiveness in maintaining discipline is also possible through the process of leadership. A leader has to e(hibit mutuality of interaction, persuation, highly interpersonal in his relationships and get himself involved and should e(pect participation from others to achieve the organi"ational goals and bear in mind not to indulge in favoritism while taking appropriate actions. o avoid displeasure among the employees while enforcing discipline, it would be a desirable course of action if only one employees his diagnostic skills and intervention skills. If a change is to be e(pected in an individuals behavior, some amount of influence had to be e(ercised in order to create a congenial atmosphere. +anaging Grievance( In a democratic set up any employee should be in a position to e(press his dissatisfaction, whether it be a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. he feeling of discontent or dissatisfaction becomes a complaint when *a+ it has not assumed *b+ the matter has been presented in a highly informal way. A complaint turns into a grievance when *I+ there is a feeling of in!ustice *II+ e(pressing the feeling formally, either verbally or in writing and *III+ it is related to policies, procedures and operations of the organi"ation. he ?ational 'ommission on labour *1:8:+ for e(ample defines grievance in the following wayB

14

I'omplaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitude grievance. /here the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedureJ.

Na#ure an Causes o) Grievance( In an organi"ation a grievance may be presented by an employee or group employees, with respect to any measure or a situation that directly affects the individual or is likely to affect, the conditions of employment of many workers. If such a grievance is transformed into a general claim, either by the union, or by a group of employees, then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining. In >&rievance .rocedure, A survey of practices in industries in India,, it,s classified in to 1: causes of employee grievances have been outlined. hey are 1. .romotions -.Amenities 2. 'ontinuity of service =. 'ompensation 4. Disciplinary action 8. )ines E. Increment 9. @eave :. 0edical 7enefits 1G. ?ature of !ob 11. .ayment 1-. Acting promotion 12. 1ecovery of dues 1=. 3afety appliances 14. 3uperannuation 18. 3uppression 1E. ransfer 19. Kictimisation and 1:. 'ondition of work. he international labour %rgani"ation *I@%+, clarifies a grievance as a compliant of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulation, covering such areas as overtime,leave,transfer,promotions,seniority,!ob assignment and termination of service.

18

REVIE8 OF 9ITERATURE

1E

2. REVIE8 OF 9ITERATURE

3everal reviews of grievance procedure research were published in the mid to late 1:9Gs *Gor on : +i!!er; 1<=-> 9a'ig : Greer; 1<==> an 9ewin : .e#erson; 1<== +. his review article will focus on grievance research published over the decade. )irst, the authors of the previous reviews noted the relative scarcity of grievance procedure research. &iven the importance of grievance procedures for facilitating !ustice in the workplace, &ordon and 0iller note that this neglect is "disturbing." 3econd, the grievance research up to the mid-9Gs was critici"ed for being largely descriptive and atheoretical. 0ost of the early studies on grievance procedures were case studies of procedures in selected organi"ations, utili"ing an historical and institutional approach. 7ehavioral research grounded in social science theories was lacking. 9ewin an .e#erson /1<==5 noted a shift from the case study and single research site approach toward $uantitative studies and larger data bases.

19

hird, a related criticism is the lack of common foci. )or e(ample, studies of grievance initiation may approach the decision to file a grievance as if it were entirely an employee decision, or grievances may be viewed as organi"ational phenomena. 3everal studies have proposed or utili"ed very general research frameworks or systems models of the grievance process *e.g., ?nig*#; 1<=0 an 9ewin : .e#erson; 1<==+, but these are very descriptive in nature and do not generate testable hypotheses. As 4ene"an /1<3<5 noted however, every system is embedded in a larger system, and every system includes partial or sub-systems.

%nly 9ewin an %oro)) /1<<-5 e(plicitly control for grievable events in a study of grievance initiation. In their analysis of individuals< probability of e(ercising voice and e(it behaviors, they censored their sample to include only those employees who indicated that they perceived themselves to have e(perienced unfair treatment. %ther studies have attempted to control for grievable events indirectly. %e""e!s; Res*e) an S#ra##on,Devine/1<<15 an %e""e!s /1<<-a5 included measures of

supervisors< behaviors and the stewards< assessment of the supervisors< knowledge of the collective agreement. he rationale for their inclusion is that the occurrence of grievable events will be related to the behavior patterns of the supervisors and their knowledge of the collective agreement. A!!en an ?eaven& /1<=05 also included respondents<

"attitudes toward their supervisors" and "feelings of pay ine$uity" which will likely reflect the occurrence of grievable events.

1:

CO+.AN1 .ROFI9E
-G

3. CO+.AN1 .ROFI9E

%.1 ABOU! &IL'F(#

he .un!ab 3tate 'ooperative 0ilk .roducers, )ederation @imited popularly known as 0I@5)#D .un!ab, came into e(istence in 1:E2 with a twin ob!ective of providing remunerative milk market to the 0ilk .roducers in the 3tate by value addition and marketing of produce on one hand and to provide technical inputs to the milk producers for enhancement of milk production on the other hand. Although the federation was registered much earlier, but it came to real self in the year 1:92 when all the milk plants of the erstwhile .un!ab Dairy Development 'orporation -1

@imited were handed over to 'ooperative sector and the entire 3tate was covered under %peration )lood to give the farmers a better deal and our valued customers better products. oday, when we look back, we think we have fulfilled the promise to some e(tent. he setup of the organisation is a three tier system, 0ilk .roducers 'ooperative 3ocieties at the village level, 0ilk ;nions at District level and )ederation as an Ape( 7ody at 3tate level. 0I@5)#D .un!ab has continuously advanced towards its coveted ob!ectives well defined in its byelaws.

%.2 OR)ANISA!ION

S#a#e Gov#. : O#*er No"inees

.rincipa! Govern"en# /S#a#e Gov#. No"inee5 Financia! Govern"en# Secre#ar& o) Co""issioner o) /Finance Depar#"en#5 .un@a' /Coopera#ion5 .un@a'

--

/S#a#e Gov#. No"inee5 Financia! Co""issioner : Govern"en# o) /Direc#or5 Regis#rar Coopera#ive .un@a' /S#a#e Gov#. No"inee5 Regis#rar Coopera#ive .un@a'/ Direc#or5 Regiona! /NDD% No"inee5 +r. V. ?. +anaging +i!$)e ;.un@a' Secre#ar& /A.4.5 .un@a' Socie#ies Socie#ies Direc#or;NDD% Sing*; IAS; Direc#or;

%.% $ROCUR(&(N!

+I9? .ROCURE+ENT NET8OR?( /orking on "Anand .attern" the process of organi"ing societies at village level started in .un!ab as early as 1:E9. .resently, there is strong ?etwork of about 8GGG * as on 21.2.-GGE+ 0ilk .roducers 'ooperative 3ocieties organi"ed at village level. About 2.8G @akh milk producer members are attached to these societies. )resh milk is procured from the milk producers twice a day through village level societies directly without the assistance of any middleman. IN.UT SERVICES( It is one of the fundamental ob!ectives of 0I@5)#D to carry out activities for promoting milk production in the 3tate. In view of this, various technical input services like veterinary health care, artificial insemination services, vaccination, supply of K#15A balanced cattle feed and $uality -2

fodder seed etc. are provided for enhancing milk production and economic development of farming community.

-=

CATT9E INDUCTION .ROGRA++E( &overnment of .un!ab has identified dairy sector as thrust area for rural development. 1ecently, 0ilkfed .un!ab has signed memorandum of understanding *0%;+ with 3tate 7ank of India, 3tate 7ank of 0ohali and %riental 7ank of 'ommerce for providing loan up to 1s.4G,GGGD- without any collateral security to milk producer farmers for purchase of milch cattle on soft terms and low rate of interest. C9EAN +I9? .RODUCTION .ROGRA++E( )or improving $uality of raw milk right from milk producer<s level, $ massive programme called "'0." has been launched under which 1-4 7ulk 0ilk 'oolers have been installed in the societies and many more in pipe line. 7esides, more than 1GGG Automatic 0ilk 'ollection 3tations have been provided to the societies for bringing efficiency and total transparency in the system. raditional manual method of milk testing at society level is being replaced with #lectronic 0ilk esters. 8O+EN DAIR1 .RO7ECT( Aousehold level dairying is largely the domain of women especially in small and marginal household families. In view of this fact, 0ilkfed has undertaken /omen Dairy .ro!ect in si( 0ilk ;nions namely Aoshiarpur, 1opar, 0ohali, 6alandhar, @udhiana and Amritsar with an ob!ective to empower rural women in the field of dairy. his .rogramme is being implemented under 3upport to raining L #mployment .rogramme *3 #.+ with the assistance of &overnment of India. ;nder this programme, 2:G women societies with 1:98G women beneficiary members will be organi"ed. SETTING U. OF %IG CO++ERCIA9 DAIR1 FAR+S( In order to enhance the milk production and making the dairy farming a profitable and sustainable profession, 0ilkfed has planned to establish at least ten progressive big dairy farms in each 0ilk ;nion by arranging soft terms loans from the banks.

-4

%.* $RO#UC!S
+i!$)e *as )or"u!a#e co"pan& speci)ica#ions )or i#s "i!$ : "i!$ pro uc#s #o provi e s#an ar an Aua!i#& o) pro uc#s #o consu"ers.

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C4EESE AND .ANEER

ICE CREA+ AND S8EETS

.RODUCTS AND .AC?ING .RODUCTS

G4EE CARTON .O91 .AC?B+ONO

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G4EE TIN .AC? TA%9E %UTTER

-9

C4EESE .IDDA C4EESE VER?A VIGOUR DAIR1 84ITENER S?I++ED +I9? .O8DER 84O9E +I9? .O8DER S8EETENED F9AVOURED +I9? S8EET 9ASSI +ANGO RASEEE9A .INE A..9E RASEEE9A +I9? CA?E B.EDA ?A7U .INNI +I9? .OUC4ES U.4.T. +I9?

2CCB-CC g"s. Ce$a#ainer; 2CC g"s. Sing!es; -CC g"s Tin : 1 ?g. %ric$ 2CC g"s. : 1 ?g. .ac$ 0CC g"s. 7ar; 0CC g"s. Re)i!! : 1 ?g. 7ar 0CC g"s. .$#. : 1C ?g. Tin 2CC g"s. : 0CC g"s. %o##!e; 0CC g"s. Ce$a#ainer 1 ?g. .$#. : 20 ?g. %ag 0CC g"s.Tin; 1 ?g. Tin; 1C ?g. Tin 2CC "!. %o##!e; 2CC "!. Te#rapa$ 2CC "!. Te#rapa$ 2CC "!. Te#rapa$ 2CC "!. Te#rapa$ 2CC g"s .$#. 0C g"s. .$#. Fu!! Crea"; S#an ar ise ; Tone ; Dou'!e Tone S$i""e . 1 9#. Te#rapa$ S#an ar ise : Tone :

DRIN?S

-:

+I9? .O8DER

%.+ &AR'(!IN)
is serving nation wide consumers through its net work of 1egional offices and very strong Distribution channels. 0I@5)#D markets a wide range variety of Kerka products which include li$uid milk, skimmed milk powder, whole milk powder, infant food, ghee, butter, cheese, lassi, 3)0, Ice 'ream, 0alted food etc. etc. he annual turn over of 0I@5)#D has crossed 1s.EGG crores. Kerka is a brand leader in milk powders particularly in northern eastern sectors and 30. marketed by 0I@5)#D commands a premium price over powders manufactured by competitors which include multi-national as well as private trade and other 'ooperative )ederations. ?ow Kerka is known for its $uality, freshness, purity and of course its home made taste.
0I@5)#D

EETENSION OF T4E %RAND

After winning faith of innumerable consumers, Kerka did not stop. 'hanging times brought new trends, needs, tastes and hopes. Kerka, dynamic as ever too ac$uired newer forms of adding values to milk and milk products. Apart from introducing new variants of ;A long shelf life milk and 3)0 in carry away bottles, 0ilkfed has a plan to add more variety of flavours in 3)0. K#15A Ice 'ream in different flavours and packagings is available in the market. 0any new products are in pipe line.In true sense, milk had never meant so much before. 2G

EE.ORT OF +I9? .RODUCTS( After carving a niche in the national market, Kerka brand has reached in foreign market also. 0I@5)#D has established its &hee market in 0iddle #ast . Kerka &hee reaches all the emirates and is available almost in all super markets. he penetration is so deep that Kerka ghee is available even in far off labour camps. In addition to Dubai, 3audi Arabia, 0uscat, Australia and 6apan, Kerka &hee is e(ported to ?ew"ealand and 0alasia also.

%., AC I(-(&(N!S
%n the basis of $uality with efficient administration, 0I@5)#D has not only established new mile stone of providing services to Dairy farmers but scaled new heights in delighting esteemed customers also. his has resulted into tremendous achievements in all fields. TURNOVER( he annual turnover of 0ilkfed which was 1s.494 crores in the year -GG2-G= has hit the level of 1s.E-4 crores in the year -GG8-GE.

21

EFUIT1 .ARTICI.ATION( he paid-up e$uity of 0ilkfed as on 21.2.-GGE was to the tune of 1s.=E.14 crores which comprises of 1s.-:.G- crores from the cooperative members and balance 1s.19.12 crores from 3tate &overnment.

+I9?FED GRO8T4 AT A G9ANCE

.ARTICU9ARS );?' I%?A@ 3%'I# I#3 0#07#13AI. AK&. .1%' DAI@H 0I@5

UNIT

C2,C3

C3,C-

C-,C0

C0,C3 C3,CG

';00;.?%3. ';00;.?%3 I? @A'3 @5& 3.D @5& 3.D '%%0;.?%3. 0. s. 0. s. @@.D

88=2 2.E: 1G.G1 14.G1 2G4 41E.=G E1E=2 =.89

8==4 2.E8 E.=4 1G.G= 2-2 ===.1G E2E-= =.:E

81G= 2.48 E.91 11.8= 2=1 =GG.2G 88:EG 4.-E

81G1 2.82 E.911.2E 299 =2G.GG 88E4G 4.8E

4:9: 2.8G E.E9 11.4= =22 4GG.GG E24EE 4.91

.#A5 0I@5 .1%' A.I. '@;3 #1 3%'3. )%DD#1 3;..@I#D 'A 3##D

@# )##D 3%@D 'I H

AK&..DAI@H 3;..@H

2-

3A@# %) 3)0 3A@# %) @A33I 3A@# %) I'#-'1#A0 #N.%1 3 ;1?%K#1

@A' .5 3D7 @3 -:.81 @A' .A'5# 3 @A' @I 1#3 13.I? @A'3 13.I? '1%1#3 1G.1G E.82 :42.48EG.GG

2G.21G.4= :.1E 8:9.1E 494.GG

24.94 1-.-G 1G.-2 11=-.-9 842.GG

=-.=: 18.9: 1-.19 E12.8E 89-.GG

=1.:1:.18 14.81 11.4G E-4.GG

%.. #($AR!&(N!S
Inception 0ilk .roduction is a very important part of the agricultural economy in the 3tate of .un!ab. .un!ab is one of the smallest 3tates in Indian ;nion with a total area of 4G,283$. 5ms., which is 1.4M of the Indian landmass. Dairy )arming is an age-old subsidiary profession in the rural areas of .un!ab. .un!ab is the second largest milk producing state in India, producing around 1GM of the countrys 0ilk .roduction i.e. 9 million tones annually.

1. )irst 0ilk .lant, of the 3tate was setup at Kerka near Amritsar. 22

-. 2.

he brand name of 0ilk and 0ilk .roducts was adopted as Kerka. he )oundation stone of 0ilk .lant, @udhiana was laid by Aon. 3. .arkash 3ingh 7adal, the then 'hief 0inister of .un!ab in 1:EG.

=. 'ommissioning of the .lant was done by .un!ab Dairy Development 'orporation in 1:E=. 4. Inauguration was done by @ate 3mt. Indira &andhi the then .rime 0inister of India. 8. he capacity of the plant was 1.GG lac. @itre per day, Including powder plant of E 0 .And now the milk handling capacity is =.GG @ac @iter perday.

Ob/ecti0es 1. o strengthen dairy sector, 0ilkfed came into e(istence in 1:E9 and 3imultaneously Distt. 0ilk unions were formed. he

-. Killage level cooperative societies were also formed on "Anand .attern". system was run by the farmers, of the farmers and for the farmers. 2. =.

o give remunerative prices to farmers and to ensure permanent market for the whole year. o provide technical inputs like artificial insemination,to improve the breed of animals,animals health services,preventive disease treatment andawareness regarding farm management etc. o provide I3I marks good $uality balanced 'attle feed and fodder seeds to the farmers.

4.

Necessity for $rod1ction (n2ancement 1. 0ilk production in the area increased manifold with the result. 1esultantly started receiving daily -.4G @.D of milk. -. o increase the participation of women 1-G e(clusively women societies are organi"ed with 142GG women members. through .un!ab /omen Dairy .ro!ect a 'entral &ovt. sponsored scheme.

2. 0ilk .roduction in the area increased manifold with the result. 1esultantly started receiving daily -.4G @ac @.D of 0ilk and .eak procurement =.4 @ac @.D. =. o cater to the increased demand, necessity of e(pansion of milk plant arose. 2=

4. 'apacity of 0ilk .lant enhanced from 1 lac to = lac litres with additional powder. .lant of 2G 0 s . 8. .lant is having latest 3tate of Art echnology with 0K1 *0echanical Kapour 1eprocesses+ along with a drier with fluidi"ed bed through which agglomerated .owder is manufactured. E. 9. his improved the socio- economic conditions of marginal and poor farmers. he profitability of the plant and turnover of the plant improved a lot.

:. ?o. of societies increased from := to E41 and its membership from 4=GG to E9GGG. 1G. All the societies are in net profit and distributing bonus to its members.

31ality of &il4 and &il4 $rod1cts 1. o improve the $uality of raw milk, 'lean 0ilk .roduction program started in 84G villages and resultantly the $uality of products increased.

-. 0ilk .lant, @udhiana was the )irst in India in Dairy 3ector to get I3% 'ertification. 2. ;nder I3% 'ertification and AA''. *I3 14GGG+ 0ilk ;nion started e(port of &hee, 30. to &ulf 'ountries .hilippines, 0anila, 3outh Africa, 3ingapore, 7angla Desh etc. he e(port is more than 4.4 crore during the last year. =. 4. o further improve the $uality of 1aw 0ilk, 0ilk ;nion started 284 Automatic 0ilk collection 3tations at village level. o meet the 'hallenges of / % 0ilk ;nion started help of 0inistry of information. I)A' program with the

8. -- 7ulk 0ilk 'oolers have been installed at village level to chill the milk on this spot and to check bacterial count. E. -9 model dairy demonstration farms have been established including milking machines in distt. of @udhiana which has encouraged the farmers to adopted dairy on large scale. 9. 0ilk ;nion, @udhiana is first in India which has installed 7ectoscan worth EG lacs and 3omatic cell count machine have been installed at milk plant, @udhiana, :. )urther -2 70' has been approved under central govt. 3cheme on E4M grant to be installed in societies.

24

$resent Stat1s5 Ac2ie0ements of t2e $lant 1. ?o. of societies increased from := to E41 and its membership from 4=GG to E9GGG. -. 0ilk .rocurement has increased from 1G-GG @.D to -,4G,GGG @.D. 2. Aighest milk price is being paid to the milk producers as compare to other plants in the states =. .roducts being manufactured by @udhiana .lant are sold at premium rates through out of the country and in the International 0arket. 4. 'ity supply has increase from 88GGG @.D to 1,8G,GGG @.D. 8. urnover the plant touched to 19G crores .rofit of the union has increased manifold.

E. 'apacity utili"ation of the plant is more than 9GM. 9. 0ilk products like &hee, able 7utter,3kimmed 0ilk .owder,/hole 0ilk .owder,'urd,.aneer,0ilk 'ake etc are being manufactured by 0ilk .lant @udhiana. 0ilk ;nion, @udhiana is further progressing by leaps and bounds and it is hoped that in the years to come, it will achieve e(cellent results and will help improve the social and economic condition of the people at large.

3.= ACTION .4OTOGRA.4S

28

2E

29

2:

=G

=1

=-

=2

==

GRIEVANCE 4AND9ING S1STE+

=4

-. T4E GRIEVANCE 4AND9ING S1STE+ AT VER?A

+I9? .9ANT

-.1 GRIEVANCE .O9IC1 IN VER?A +I9? .9ANT

It is the policy of the company that the worker should 7e given a fair hearing by their immediate supervisor D e(ecutive concerning any grievances they may wish to raise. Aave a right to appeal a more senior manager against a decision made by their shift e(ecutive

-.2 GRIEVANCE .ROCEDURE IN VER?A +I9? .9ANT

!2e main sta6es t2ro162 72ic2 a 6rie0ance play be raised are as fol1o789 1. he workers raises, the grievance to their shift e(ecutive the e(ecutive tries to address the issues raised within the shift and records action taken by him, in the format. -. If the worker is not satisfied with the decision of the shift e(ecutive, he may approach his unit incharge. Ae then tries to address the issue raised within two days and records action taken by him, in the format. 2. If the worker is not still satisfied with the unit-incharge, he may approach his A.&.D. who tries to address the issue raised within two days with the aid of the A1 manager and records action taken by him, in the format =. he worker may appeal to .&eneral 0anager for the final settlement, of the grievance.

=8

-.3 T4E .RESENT GRIEVANCE S1STE+

=E

All grievances that are recorded can be classified into = categoriesB

Inter-relationship related matters /ages ;niform /orking

8or$ing con i#ions

)or the latter, normally the supervisor of the concerned department is contacted. )or shift change re$uests, A1 is contacted. )or temporary workers tl1.e main issue for grievances are overtime, wages, etc. for to be the can approach the time office or any of the representatives directly involved in the issue. 3ome grievances are that are brought in by workers are $uite easily resolved as they arise out of certain system errors. e.g some time wages are deducted when a worker takes a holiday on the last day of the month. his is because the system calculate it as a leave without pay rather than a paid one. /hen the worker reports the error an ad!ustment is made in the wages for the ne(t month. about the change in the shift timings. hese are some issues, however, that need further looking into. his could be a complaint of one worker against his supervisor or

All grievances are presently handled by the #mployees Oelation 0anager- this thus become the responsibility of one person only. 3ince he has total ownership, other department does not respond as readily to provide immediate services to help him to resolve the issue. 3ince he is the one directly in charge of the grievances, there is a tendency to look only to him for resolving all such issues. he workers as well as the as a tendency to look directly approach him with their respective issues. =9

he unwritten policy at present is that all grievances be given immediate relief. ;nfortunately this doesn,t ensure that the grievance be totally removed. 0any grievances remain pending for long periods, are repeated after and after the point builds up to a collective grievance.

8*& Do Grievances Rise A# A!!H

Due to certain inter -departmental hitch has and avoidable delays, the basic necessity of workers that need to be catered to are not fulfilled on time. 3ince, they are genuine in nature, this leads to a barrage of complaints and gives the worker a chance to arise the issue, which try to undermine the management strength.

.resently, only the A1 department is held accountable for delays in redressed of grievances. /hereas all departments should work in con!unction to ensure that these grievances don,t even arise in the first place. 3everal departments have to provide essential services so that to be workers get what is due to then as a Inerter of right. hus purchase needs to procure on time, storeL needs to raise the demand and dispersed on time and finance needs to render payments on time. here is no involvement of the line function in the system. his is essential since the workers after all belongs to that department and they should be concerned about the well being of their men. At present some of these departments are not even aware of certain sensitive issues and only get to know about it when the issue intensify into a Industrial 1elation matter.

841 S4OU9D T4E 9INE FUNCTION %E INVO9VEDH If there is line connecting an important purpose would be served that of creating a personal rapport with the workers. his would lead to closer ties being frilled

=:

between the mother department and its worker which would only help during the negotiating period. And again there would be a speedier redressed if the department got involved and there was departil1ental pressure to sort out the issue

-.- T4E .RO.OSED GRIEVANCE 4AND9ING S1STE+ IN VER?A +I9? .9ANT

here needs to be a part decentrali"ation of the grievance handling machinery from the A1 department to the line departments, so that this a shared responsibility of both the departments. he line function so, because they have a. first line responsibility and A1 so, because they are the services department.

&rievances need to be classified into individual and collective grievances. 'ollective grievances are to be further classified into department related and factory related matters.

All individual grievances are to be addressed first to the line department and then routed by them to the A1 department.

All collective grievances and those routed through the union should be handled by either the department head or the A1 department.

All department heads nominate one e(ecutive or manager to take charge of individual grievance handling. In this he should be given full support from the A1 team. #nough empowerment should be given to these nominees for redressing to grievances and the top management should support a genuine efforts on their part.

Aandling grievances should form a part of his key result areas for these to be accountability on this count.

4G

he nominated- e(ecutive or a manager will lease with A1 or any other function as he sees fit for the redressed for his workers grievances.

%nce every week, all nominated persons should meet the A1 team and sort out all issues recorded that week and sort out all outstanding grievances that couldn<t be resolved at the first instance. If re$uired the workers lodging the complete can also be called to this forum for this inputs.

After every meeting the minute shall be circulated to the department heads and to the A1 manager, so that they are kept informed of the grievances in the departmentDfactory.

A computeri"ed system whereby there is an automatic and speedy redressed of grievances needs to be incorporated so that the lead time on grievance if decreased.

#veryday the department head will receive an 0I3 of the grievances for more than = day an immediate act upon it.

#very fortnight, the &0 receives a monthly report of outstanding grievances so that he is kept informed of matters with in the factory.

he ultimate responsibility for the resolving of the grievances should lie with the department head concerned, !ointly with the A1 manager.

his should also form a part of their key result areas ?o grievance should be outstanding beyond 1G days *individual+ P 14 days *collection+.

%nce a month, the &0 should meet with all the A%Ds to discuss either some outstanding collective grievances or discuss pro-active measures to prevent certain anticipated grievances.

-.0 T4E CO+.UTERISED GRIEVANCE 4AND9ING .AC?AGE

his package should contain the following information and be installed with the nominated e(ecutive and the employee relation managerB

41

he date the grievance is lodged. 7y whom the grievance .is lodged. ?ature of grievance. Date by which it has to be sorted

his option should automatically be updated by the system to be = days. After - days it should generate a reminder that the grievance has not yet been sorted. %n the =th day it should automatically update the 3%1 #D or ?% field as saying ?% 3%1 #D. An 0I3 should be generated every day for all grievances for the departments head information and essential action. A fortnightly 0I3 should be generated sent to the &0<s office for his perusalB 1esponsibility 'orresponding responsibility of which service or line function i.e. support /hether sorted or not Action taken /hat follow up action is re$uired

-.3 INDIV1DUA9 GRIEVANCE .ROCEDURE IN VER?A +I9?

.9ANT
1. At the first instance the worker should report the grievance to the shift supervisor who could inform the production e(ecutive nominated for this purpose with or without the aggrieved worker. Ae should get immediate redressed within = days. -. Incase after = days solution is still not provided the worker should take the matter up with the concerned department head. he department head should sort out the grievance within - days. 3ince as per the system, he is already aware of the problem, logged by the workman. If essential he could take .the help of A1 manager or the A1 e(ecutive to sort out the issue. 4-

2. If the grieval1ce is still not sorted then the worker should approach the A1 manager or e(ecutive directly and should get immediate relief and the grievance should be sorted within - days. =. If still not sorted, then he can take recourse to ;nion Aid and fill a written application to the A1 manager for the redressed or his grievance. 4. he A1 manager should arrange a meeting with the worker and the union representative within 2 days to sort out the grievance in the best possible manner to the satisfaction of the party. 8. In case the worker still doesn<t get a suitable response to his grievance, he along with union representative can directly approach the &0 for the redressed of his grievance.

-.G CO99ECTIVE GRIEVANCE .ROCEDURE

42

1. As and when the scope of the grievance is larger than that of an individual workman that issue shall be addressed as a collective grievance. -. he workmen should formulate the committee of not more than 8 people and directly approach the concerned head *if the metter concern a particular department+ for the redressal of their grievance. 2. he department head should liase with the A1LA. manager for a resolution of the grievance within a week. =. If the issue is not suitable addressed, this committee should approach A1 manager the should manager should arrange a meeting with the union representatives within a week in order to sort out the grievance in best possible manner to the satisfaction of the party. 4. If the grievance e(tends to the whole of the factory then this worker,s committee can directly approach the A1 representatives with the grievance. 8. he A1 representative .should be, given a period of one week for the redressal of the grievance in best possible manner. In this he should be given full support from the concerned line D staff functionDnominated e(ecutives. E. 3ame as point 2. 9. If the issue is still not sorted out, the workers can approach the *10 to seek redressal. he &0 would then arrange a meeting with the committee at a time suitable for both the parties at earliest. :. he workers can seek third party intervention onlyQ after all the avenues for the redressal have been e(hausted.

4=

T4E 9INE FORU+(, he line forum would have to meet twice a week to discuss outstanding grievances that for same reason or other couldn<t be solved during the allocated = days. his forum would comprises of all the nominated e(ecutives as well as the A1 representatives who are associated with the matter at hand. his forum should ideally be on /ednesday or 3aturday so that all issues could be discussed and settled well in time so that no grievance remain pending afterC the allocates = days. he minutes of the meeting are to be recorded and distributed for the perusal of all deptB heads. his forum is actually a check on the grievance handling process since all attempts to solve the grievance should be made as soon as the grievance is logged and this forum should only be the last resort for the nominated e(ecutives in resolving grievances. All the nominated e(ecutives and the A1 representatives should undergo a !oint &rievance Aandling genuine and which are not. eam 7uilding workshop so that they can function well in collaboration as well as identify which gremmies are

T4E G+Is FORU+(, he &0<s forum comprises of all the department heads and the session is presided over by &0. In case there are any outstanding collective grievances then the &0 can call the workers committee to this forum for a discussion on grievances.

44

-.= +OTIVATION AND RE8ARDS o motivate and to give facilities to their employees, the company gives several financial and ?on-financial awards to their employees. If such awards are given to the employees, then they can motivate their skills and also resolve their grievances in much e(tent. 3everal awards are as followB

Financia! Awar s(

Aouse 1ent Allowance @eave ravel Allowance 7onus .erformance 7onus 3alary payments #mployees .rovident )und #mployees .ension 3cheme &ratuity Insurance 0erit 3cholarship 3cheme for #mployee<s kids

Non,)inancia!( 'hairman<s Award for #(cellenceBhis new initiative aims at recogni"ing particular achievements of team work within consumer healthcare. Awards will be made annually to the teams, !udged by e(ecutive committee, to have made an outstanding contribution to consumer healthcare based on 3imply 7etter values. Any group of employees *--1G+ who have worked together to achieve something e(ceptional and eligible for this awardC

48

9ong Service Awar (, %n completing 1G, -G, L -4years of service in the organi"ation, the company presents an employee with a award. .resently the awards range from a cross pen to a gold-coated $uart" watch, depending upon the number of years of service.

Si"p!& T*e %es# Awar s (, hese awards were instituted to recogni"e and celebrate outstanding contributions to the business by utili"ing process improvement teams from around the world. his program was designed focus not only on what accomplishments were made relative to the business, but !ust an importantly, on how the simply better tools and methods were used to attain these improvementsB Any Kerka 0ilk .lant employee regardless of !ob, grade or location, can nominate a team for one of the awards. A part from this discussions should be focused on preventing anticipated grievances and strategi"ing on means to tackle any collective grievance which can be a matter of concern. +INUTES OF T4E +EETING(, It was suggested that the time limit for resolving the issue D grievance should be reduced to sort out issueDgrievances speedily. As a measure to it, the time lag at the initial stage was reduced from = days to - days. It was also felt that the proposed, level 2 of department head and = of A1LA manager should be merged and they should collectively s:rt out of the issue D grievance. ;nit InchargeDA%D-A1

It was informed that in case A1 support was re$uired in the shifts, the A1 officer would provide all information to sort out the issueDgrievances so that the same could be sorted out within the shift itself. 'oncerned 3hift %fficer D ime %fficer 4E

he unit incharge would be nominated e(ecutive for, the production whereas all other depts. would nominate one e(ecutive preferably in the general shift, who would liase with concerned dept to sort out the .issueD grievance within - days time. .rod. D #nggD3toresD A1D 0.D

Incase the grievance is not sorted out within the specific time period, the unit in charge would forward the grievance to this department head who independently or consulted will A1LA manager would sort out the grievance with in - days. If still re$uired, the grievance would be forwarded to & 0. ;nit InchargeDA%DDA1LA manager

All unresolved grievances would be every month in the &0,s office. &0D 'oncerned A%D

It was decided that A1LA would make a format in which all unresolved issue grievances, are recorded. A1L.A

It was decided to arrange a training programmed for concerned staff member for effective grievance handling. A1LA It was reaffirmed that the ownership for sorting out all grievances of the workers

is of concerned department and workers should first contact the dept. for sortilege out all the issues and grievances. It was agreed that this system shouldn<t be implemented abruptly. A1 L department will slowly education the workers on the new issue grievances resolution system and advise them to approach the shift inchrage concerned of his department for the resolution of the same all concerned. 49

NEED : SCO.E OF T4E STUD1

4:

0. NEED AND SCO.E OF T4E STUD1

As a part of acaden1ic curriculum of 0.7.A. degree course, I analy"ed " he &rievance Aandling 3ystem" in Kerka 0ilk .lant. he principle aim of all economic enterprises is the satisfaction of human wants L whenever it is ignored industrial relation tend to be strained enduring up in indusial unrest and strike. he success of an organi"ed industry largely depends upon the management can reduce the grievances of the workers is of great importance to the success of an industry. &rievances causes ma!or losses generally so to know their causes and to suggest some measures the study was conducted and some causes were revealed on the basis of some available data and personal interviews. he study is conducted in &35 which is a pharmaceutical unit. In this -= hrs production system, &rievances are very harmful because it can cause losses and $uality maintenance and in achieving the target. /ithout an analysis of their nature and pattern, the causes of employee dissatisfaction cannot be ren1Gvcd. )or this the administrator of an organi"ation should go into details of the grievances and find out the best possible methods to settle them. )or this there is need to study the policies, programmers and procedures, which would best enable them to handle employee grievances. +anaging 7o' Sa#is)ac#ion - Employees with higher job satisfaction typically believe
that their organization will be satisfying in the long run eliminating grievances.

E"p!o&er o) C*oice , Fairness - Prudent organizations will carefully manage

grievances. They will understand that there are different factors related to fairness. This will not only create a more satisfied workforce, but will make genuine contributions to the bottom-line while positioning organization as an Employer of hoice without any grievances.

E"p!o&er o) C*oice , Oppor#uni#& - The level of opportunity within an organization

directly affects satisfaction !a response to current job conditions" and e#pectations not grievance about job conditions in the future. $hat else can be done to increase employee satisfaction% &n employee satisfaction survey can help your company make this important assessment.

8G

O%7ECTIVES OF T4E STUD1

81

3. O%7ECTIVES OF STUD1

he ob!ectives of study are as followsB .ri"ar& o'@ec#ive .rimary ob!ective of study is to determine the grievance handling among Kerka 0ilk .lant employees

Secon ar& o'@ec#ive 7esides the primary ob!ective other ob!ectives of study are as followsB o find out the grievances rate among the employees. o find out the reasons and causes for the grievances o find out the effects of grievances o find out the remedies to cure grievance

8-

RESEARC4 +ET4ODO9OG1

82

G. RESEARC4 +ET4ODO9OG1
Researc* .!an he research study is e(ploratory in nature. he established ob!ectives were kept in mind during the study, however no hypothesis was formed as the study was more in the form of descriptive design attempting to analy"e the attitude of respondents towards the pro!ect. 9i#era#ure Surve&( In order to be familiar with the topic and to know the views of various e(perts of marketing, a literature survey done. he intention behind this will to get full knowledge about the topic. Da#a Co!!ec#ion( he 'ore finding of the study will be based upon the information collected through primary data i.e. information will be collected from respondent with the help of structured $uestionnaire. +easure"en# Tec*niAue( A structured $uestionnaire will be administrated for the purpose of obtaining information from the respondents. 0uch care been taken to put the related to the sub!ect, the $uestionnaire will contain closed ended logical $uestions. +ODE OF DATA CO99ECTION he study is based on both .rimary and 3econdary data which includes a5 .ri"ar& Da#a he .rimary Data will be gathered through the direct personal interviews with technical and as well as marketing persons of the concerns. '5 Secon ar& Da#a 3econdary Data will be gathered from books and !ournals on &rievance Aandling in Auman 1esource.

8=

c5 Sa"p!e SiJe Due to time and resources shortage only 1CC 3amples had taken. 100 Employees

+easure"en# Tec*niAue( A structured $uestionnaire is administrated for the purpose of obtaining information from the respondents. 0uch care was taken to put the related to the sub!ect the $uestionnaire contains closed ended logical $uestions.

Sa"p!e .!an Universe( he universe of the study will be 0ohali 'ity of .un!ab. 1easons for choosing this particular city as universe for the study areB 1. 'hecking &rievances Among Kerka 0ilk .lant #mployees. -. /ays to Improve &rievances. Sa"p!e SiJe( he sample consists of 0ilk .lant namely Kerka 0ilk .lant of 0ohali. And on whole 1GG #mployees will be taken for the survey. Sa"p!ing proce ure( In the study the sample will be chosen on the basis of 1andom 3ampling as well as convenience sample. Con#ac# +e#*o ( he respondents sampling personally and a structured $uestionnaire was got filled from them. a report $uestionnaire will be prepared to interview the employees.

84

DATA ANA91SIS : INTER.RETATIONBhe statistical tools used by me are mainly average, .ercentage, L comparisons etc. I would like to give brief points about B1. Fues#ionnaire (, he $uestionnaires are given to respondent with no

pressuri"ation at all, i.e. heDshe is free to provide the information whatever the concern is. %ne thing to be kept in mind that personal $uestions apart from name, address etc. should not be included. -. Direc# In#erviews (, he direct interviews are one up against all the data collection tools !ust because one can !udge that what a person is telling to the surveyor. Although it is time consuming but the information gathered is of much more weightage than others. 2. Sa"p!ing esign; .roce ure : Sa"p!e SiJe(, A sample is always a part of the desired universe and it should represent each and every aspect of the study being conducted. he only thing is that the sample being chosen is of relevance and accurate source of information. 0y sampling design is based on random sampling because each element gets probability to be included L all choices made are independent of each other.

EETERNA9 GUIDE
Na"e ( 0r. 7albir 3ingh 7a!wa Co"pan& ( Kerka 0ilk .lant @td. Designa#ion ( Deputy 0anager *Admin+

88

DATA INTER.RETATION : ANA91SIS

8E

=. DATA INTER.RETATION AND ANA91SIS

F15 Accor ing #o &ou w*a# are #*e causes o) grievance a"ong #*e wor$ersH

Ta'!e 1( /orking 'onditions 0anagement .olicy 'ompany 1ules and 1egulations Alleged Kiolation of @aws Alleged Kiolation of 'ollective 7argaining Grap* 1( -8 -28 1=

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees -8M says that working conditions is the cause of grievance among the workers, --M says that management is the cause of grievance among the workers, 28M says that company 1ules and regulations are the cause of grievance among the workers, 1-M says that alleged violation of law is the cause of grievance among the workers, and the rest =M says that alleged violation of collective bargaining is the cause of grievance among the workers.

89

F25

8*a# s#eps are #a$en '& #*e "anage"en# #o $now #*e grievances o) #*e

e"p!o&eesH Ta'!e 2( #(it Interviews %pinion 3urveys %pen Door .olicy &ripe bo(es Grap* 2( 19 29 2= 1G

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees 19M says that e(it interviews are taken by the management to know the grievances of the employees, 29M says that opinion survey are taken by the management to know the grievances of the employees, 2=M says that open door policy are taken by the management to know the grievances of the employees and rest 1GM says that gripe bo(es are taken by the management to know the grievances of the employees.

8:

F35 8*a# #&pe o) grievances are &ou )acing a# !arge in &our organiJa#ionH Ta'!e 3( %ral /ritten Grap* 3( 2E 82

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees 2EM says that oral grievance at large in the organi"ation and rest 82M says that written grievance at large in the organi"ation.

EG

F-5 8*a# o &ou #*in$ a co"pan& s*ou! )ace #*e grievance or no#H Ta'!e -( Hes ?o 'an<t 3ay Grap* -( 22 =1 -8

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees 22M says that Hes a company should face the grievance, =1M says that ?o a company should not face any grievance and rest -8M says that they can,t say anything whether yes or no.

E1

F05

4ow "uc* #i"e &our organiJa#ion #a$es #o so!ve a grievance caseH

Ta'!e 0(

- Days --= Days =-9 Days 0ore than 14 Days Grap* 0(

-: -2 2E 11

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees -:M says that - days time can take an organi"ation to solve a grievance case, -2M says that --= days time can take an organi"ation to solve a grievance case, 2EM says that =-9 days time can take an organi"ation to solve a grievance case and rest 11M says that time can take an organi"ation to solve a grievance case.

E-

F35

8*a# o &ou #*in$ #*a# #*e wor$ers s*ou!

iscuss #*eir grievances irec#!&

#o #*e "anage"en# or #*roug* a "e iaH Ta'!e 3( Directly ;nion @eader 3upervisor Grap* 3( 1: 2E ==

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees 1:M says that directly the workers should discuss their grievances directly to the management or through a media, 2E M says that the workers should discuss their grievances with union leader to the management or through a media, and the rest ==M says that the workers should discuss their grievances with the supervisor to the management or through a media

E2

FG5

8*a# is #*e a##i#u e o) #*e "anage"en# #owar s #*e wor$ers in grievance

*an !ing H Ta'!e G( .ositive ?egative ?eutral 7iased Grap* G( =1 1E -2 1:

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees =8M says that the management should show positive attitude towards the workers in grievance handling, 1=M says that the management should show negative attitude towards the workers in grievance handling, --M says that the management should show neutral attitude towards the workers in grievance handling, and the rest 19M says that the management should show biased attitude towards the workers in grievance handling.

E=

F=5

Does &our OrganiJa#ion *ave a we!!

e)ine

proce ure )or grievance

*an !ingH Ta'!e =( Hes ?o Grap* =( 82 2E

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees 82M say that yes the %rgani"ation have a well defined procedure for grievance handling and the rest 2EM says that no the organi"ation does not have a well defined procedure for grievance handling.

E4

<5

Does &our organiJa#ion reviews #*e grievance proce ure )ro" #i"e #o #i"eH

Ta'!e <( 3ometimes Always ?ever Grap* <( -1 8: 1G

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees -1 M says that sometimes organi"ation reviews the grievance procedure from time to time, 8:M say that always organi"ation reviews the grievance procedure from time to time and rest 1GM says that never ever organi"ation reviews the grievance procedure from time to time.

E8

F1C5 Are &ou given a c*ance #o co""unica#e &our grievances #o #*e "anage"en#H Ta'!e 1C(

Always 3ometimes ?ever Grap* 1C(

: -2 89

In#erpre#a#ion, %ut of 1GG Kerka 0ilk .lant employees :M says that there is always a chance to communicate your grievances to the management, -2M says that there is sometimes a chance to communicate your grievances to the management and the rest 89M says that they never had chance to communicate grievances to the management.

EE

SUGGESTIONS : RECO++ENDATIONS

E9

<. SUGGESTIONS AND RECO++ENDATIONS

7y spending a lot of time in the research pro!ect of &rievance Aandling 3ystem in the Kerka 0ilk .lant, following are my suggestions to the 'ompany. A1 should identify those departments which support it for the procurement and disbursement of certain articles say .urchase, 3tores, )inance, etc. hey should work out a yearly itinerary so that all articles are procured well in advance. here should be an ade$uate time for $uality checks and in case the consignment is re!ected there should time enough foe changes to be made so that only the right articles are issued to the workers. All suppliers need to be re-evaluated since the $uality of several articles of I1 importance have been found wanting. Kerka 0ilk .lant 0anagement has to take care about the working conditions of the employee and has to check the rules and regulation criteria time to time in the company itself. %pinion surveys are the best techni$ue to know and rectify any grievance handling in the Kerka 0ilk .lant company. he trend of written grievance has to be maintained as it is the most beneficial for the employees to know any grievance handling in Kerka 0ilk .lant. he time limit to solve the grievance handling should have to be reduced so that working of the Kerka 0ilk .lant organi"ation continue without any hesitation. 3upervisor of the Kerka 0ilk .lant management has to check any grievance handling issue time to time and with proper techni$ues. Kerka 0ilk .lant 0anagement should show positive attitude towards the workers in grievance handling Kerka 0ilk .lant %rgani"ation should have a well defined procedure for grievance handling. Kerka 0ilk .lant %rgani"ation should have to reviews the grievance procedure from time to time. E:

CONC9USION

9G

1C. CONC9USION
/orking conditions, management and 'ompany 1ules and regulations are the cause of grievance among the Kerka 0ilk .lant workers. %pinion survey and open door policy are taken by the management to know the grievances of the Kerka 0ilk .lant employees. %ral grievance and written grievance at large in the organi"ation. Kerka 0ilk .lant company should face the grievance from time to time so as to achieve

?o more than a week time taken for an organi"ation to solve a grievance case. Kerka 0ilk .lant workers discuss their grievances with the supervisor to the management or through a media

Kerka 0ilk .lant management show positive attitude towards the workers in grievance handling. %rgani"ation have a well defined procedure for grievance handling.

%rgani"ation reviews the grievance procedure from time to time. here is always a chance to communicate grievances to the Kerka 0ilk .lant management.

91

)rom the above discussion and study of &rievances Aandling 3ystem in Kerka 0ilk .lant, we can say that the most popular causes of the grieva.t1ces in, the company are canteen and uniform. o resolve these problems the company has adopted two methods. hese methods are individual and collective grievance procedures. According to these procedures the grievance can be resolved by step by step via 3upervisors and A%Ds. 7ut the grievant can also approach the &0 directly if there is a big issue. he most of the workers are satisfied with the present grievances redressal procedure of the company. hey all know the procedures very well and they are< satisfied because this company has resolved their, problem and grievances very well in short time. his company offers financial and non-financial rewards to their employees, if the company gets advantage due to their grievances and to motivate their employees e.g. 37 awards, long service awards, suggestion scheme, etc. All the workers and the employees in Kerka 0ilk .lant are satisfied with the company<s policies and procedures. hat is why they are punctual of time and hardworking. he result of their hard work is that the company wins I3% certificate in efficient $uality due to mutual relations of the employees. Due to these reasons, today Kerka 0ilk .lant is not only India<s best 0ilk 'ooperation, but it is one of the top most brand in the market.

9-

S8OT ANA91SIS

92

S8OT ANA91SIS
3/% Analysis
*3trength, /eakness, %pportunity, hreat+

S#reng#*s (, he key strengthening elements of Kerka 0ilk .lant areB *a+ Aealthy amount of respect L reputation all over the nation. *b+ #(tensive network distribution coverage. *c+ he infrastructure is world class. *d+ 7etter #nvironment, &ood 0arketing 3trategy and @atest Developments 8ea$nesses (, he weaknesses coming out to beB *a+ @osing 0arket share, i.e. unable to retain customers. *b+ /eak L unprofessional Advertisement ?etwork. *c+ Inappropriate pricing strategy. *d+ @ack of feedback L continuous interaction with retailers. Oppor#uni#ies (, he future gains can be fromB *a+ .utting classified vouchers of different denominations. *b+ 'onsumer is educated one L demands $uality not the $uantity. *c+ he customer is ready to pay more to receive the $uality service. *d+ he advertisement can be a collective one for all its products. T*rea#s (, he ma!or threats are B *a+ 3tiff competition from other te(tile industries.

*b+ Kerka 0ilk .lant should see to competitor,s market strategies.

9=

9I+ITATIONS

94

9I+ITATIONS
he main limitation encountered during the pro!ect course was the responding error by 0anagement #(ecutives, but the appro(imate figures of data L facts are sufficient for the purpose of this pro!ect regarding grievance handling. ?othing is perfect in this mandate world and this study is no e(ception. &iven below are the limitations of the study related to grievance handling in Kerka 0ilk .lant so that the findings of the study may be understood in their right perspective. he day of transition was a sad day for many people in India, especially I7rand /atchersJ who have lived with the brand Autch for so many years. .eople e(perienced great service, terrific advertising, and personally felt a huge sense of pride, thanks to the brand - both as consumer of its services, and an Indian communication professional. hey were not sure if Kerka 0ilk .lant would cater to all this. he immense cost of this e(ercise - both in terms of money and customer relationships. he effect and the effort to manage the two is mind-boggling. Kisitors will still probably look for Autch and end up in official dead-ends *instead of redirects+. Kisitors looking for Kerka 0ilk .lant now, will probably not find much to help them out *unless Kerka 0ilk .lant has done a damn good !ob+.

98

%I%9IOGRA.41

9E

%I%9IOGRA.41
%OO?S AND 7OURNA9S Gordon, M.E. & Miller, S. (1984). Grievances: A revie prac#ice. $ersonnel $syc"olo%y, &':11'(14). *a+i%, ,. -r. & Greer, ,. (1988). Grievance ini#ia#ion: A li#era#.re s.rvey and s.%%es#ions !or !.#.re researc". -o.rnal o! *a+or /esearc", 9: 1(0'. *e in, 1. & $e#erson, /. (1988). 2"e modern %rievance proced.re in #"e 3ni#ed S#a#es. 4e 5or6: 7.or.m 8oo6s. 9ni%"#, 2. (198'+). 2"e role o! #"e d.#y o! !air represen#a#ion in .nion %rievance decisions. /ela#ions :nd.s#rielles;:nd.s#rial /ela#ions, 40: '1)('&&. <eneman, <.,., -r. (19)9). 2o ard a %eneral concep#.al sys#em o! ind.s#rial rela#ions: <o do e %e# #"ere= $p. &(04 in G. Sommers (Ed.), Essays in ind.s#rial rela#ions #"eory. Ames, :A: :o a S#a#e 3niversi#y $ress. *e in, 1. & 8oro!!, 9.E. (1994). 2"e role o! loyal#y in e>i# and voice: A concep#.al and empirical analysis. $aper presen#ed a# #"e ?o.r#" 8ar%ainin% Gro.p ,on!erence, 3niversi#y o! 2oron#o. 8emmels, 8. (199@+). S"op s#e ardsA sa#is!ac#ion :nd.s#rial /ela#ions, &4: @'8(90. Allen, /.E. & 9eaveny, 2. (198@). ?ac#ors di!!eren#ia#in% %rievan#s and non%rievan#s. <.man /ela#ions, &8:@19(@&4. 8E%SITES i#" %rievance proced.res. o! researc" and

99

.%oo%le.com .ya"oosearc".com

httpBDDwww.indianmba.comD)acultyR'olumnD)'229Dfc229.html

httpBDDen.wikipedia.orgDwikiD&rievance

httpBDDwww.management-hub.comDhr-grievance.html

ANNEEURE
9:

ANNEEURE( FUESTIONNAIRE
F1+ According to you what are the causes of grievance among the workersS /orking conditions 'ompany rules and regulations Alleged violation of collective bargaining F-+ /hat steps are taken by the management to know the grievances of the employeesS #(it Interviews %pen door policy Any other F2+ /hat type of grievances are you facing at large in your organi"ationS %ral /ritten opinion surveys &ripe 7o(es 0anagement .olicy Alleged violation of laws

:G

F=+

/hat do you think a company should face the grievance or notS Hes ?o 'an<t say

F4+

Aow much time your organi"ation takes to solve a grievance caseS - days =-9 days --= days 0ore than 14 days

:1

F8+

/hat do you think that the workers should discuss their grievances directly to the

management or through a mediaS Directly FE+ ;nion @eader 3upervisor

/hat is the attitude of the management towards the workers in grievance

handlingS .ositive F9+ ?egative ?eutral 7iased

Does your %rgani"ation have a well defined procedure for grievance handlingS Hes ?o

F:+

Does your organi"ation review the grievance procedure from time to timeS 3ometimes Always ?ever

F1G+ Are you given a chance to communicate your grievances to the managementS Always 3ometimes ?ever

:-

A..ENDIE
GRIEVANCE 9OG FOR+

?ame of #mployee DeptB IssueD&rievance

3hiftB

#' ?o.B DateB

3ignature of 3hift #(ecutiveB Action akenDdate

Date

)orwarded to Incharge Action akenDdate

Date

)orwarded to A%DDA1 manager Action akenDdate

Date

)orwarded to &0 'ommentsDdate

Date

:2