PROJECT REPORT

ON

GRIEVANCE HANDLING
IN
INDIAN WOOD PRODUCTS CO. LTD

PREPARED BY

NAME MEENAKSHI GANGWAR

MBA-IIIrd SEM.

SUBMITTED TO

SHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENT

DECLARATION

I, MEENAKSHI GANGWAR declaring that all the information given in this

project report is true and correct to the best of my knowledge
I am also declaring that all the work in this project is done by me

MEENAKSHI GANGWAR
Shri Siddhi Vinayak,
Institute of Management

PREFACE
There is a famous saying The theory without practical is lame and practical without theory is
blind.

Grievance is a serious workplace problem and an expensive occurrence for both employers
and employees seemingly unpredictable in nature.
Human resource is an important part of any business and managing them is an important task.
Summer training is an integral part of the student of Management. They have to undergo
training session in a business organization for 6 weeks to gain some practical knowledge in
their specialization and to gain some working experience.
Our institution has come forward with the opportunity to bridge the gap by imparting modern
scientific management principle underlying the concept of the future prospective managers.
To the emphasis on practical aspect of management education the faculty of Shri Siddhi
vinayak Institute of management has with a modern system of practical training of repute and
following management technique to the student as integral part of MBA in accordance with
the above obligation under going project in India wood product co. Ltd Bareilly. The title of
my project is
Grievance handling and mechanism of Employee in IWP
Certainly this analysis explores my abilities and strength to its fullest extent for the
achievement of organization as well as my personal goal.

MEENAKSHI GANGWAR

ACKNOWLEDGEMENT

Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other
hand one can make a simple expression of gratitude.
Industrial training is an integral part of any MBA program and for that purposes I had
joined an industry named ltd , Bareilly.
I take the opportunity to express my gratitude to all of them who in some or other way helped
me to accomplish this challenging project in India woods products co. Ltd ,Bareilly. No
amount of written expression is sufficient to show my deepest sense of gratitude to them.
Grievance handling is an essential part of any business, in case people have been dismissed
unlawfully so there has to be a structure and rules and regulations in place. Even in well-run
businesses, it may sometimes be necessary to take disciplinary action against employees.
So in essence it is vitally important to have written disciplinary rules and procedures in place
in the workplace. If problems do arise, these procedures should help deter employees from
making employment tribunal claims and ensure that you are dealing with employees as fairly
as possible
The rules and procedure with regards to grievance handling should be set out in writing,
follow the good-practice principles set out accordingly and follow your areas code of practice
on disciplinary and grievance procedures
If you do not meet these criteria then it may lead to extra compensation for the employee if
they succeed in a tribunal claim. You should by law inform each employee about a number of
things including your disciplinary rules, your disciplinary/dismissal procedure and the name
of the person to whom they should appeal if they are unhappy about a disciplinary or
dismissal decision.
There should be an employee's written statement of employment or the written statement may
refer the employee to a document which is handed to everyone before employment. In cases
that you do not provide this information to an employee and they succeed in another

employment tribunal claim against you in a case of unfair dismissal, they could be awarded
up to four weeks' pay.
However, if you do decide to make your disciplinary procedure contractual and you fail to
follow it when taking disciplinary action, the employee could bring something called a breach
of contract claim against you.

TABLE OF CONTENTS

Preface

(i)

Acknowledgement

(ii)

Declaration

(iii)

Chapter1 Introduction IWP (India woods product).

1.1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8

company analysis
Profile
Investors
Quality assurance
Products of IWP
Processing
Sale and distribution
Financial background.

Chapter 2 2.1 Introduction of grievance handling

1.
2.
3.
4.

Definition of GRIEVANCE
Objectives of grievance.
.History of grievance
Type of grievances
2.1.5 Causes of grievance
2.3 Statement of problem.
2.4 Objectives of problem.
2.5 Selection of problem.
2.6 Scope of study.

Chapter 3 Review of literature and hypothesis.

3.1 Review of literature
3.2 Hypothesis

Chapter 4

Research Methodology
4.1 Area of study.
4.2

Populations.

4.3 Sampling.
4.3.1 Sample size.
4.3.2 Sampling method.
4.4 Sources of data.
4.5

Tools of collection of data.

4.6 Administration of Tool and collection of data.

4.7

Statistical methods used average mean.

Chapter 5
5.1 Analysis and interpretation
5.2 Tabulation

CHAPTER- 1

INTRODUCTION
Grievance handling is an essential part of any business, in case people have been dismissed
unlawfully so there has to be a structure and rules and regulations in place. Even in well-run
businesses, it may sometimes be necessary to take disciplinary action against employees.
So in essence it is vitally important to have written disciplinary rules and procedures in place
in the workplace. If problems do arise, these procedures should help deter employees from
making employment tribunal claims and ensure that you are dealing with employees as fairly
as possible
The rules and procedure with regards to grievance handling should be set out in writing,

follow the good-practice principles set out accordingly and follow your areas code of practice
on disciplinary and grievance procedures
If you do not meet these criteria then it may lead to extra compensation for the employee if
they succeed in a tribunal claim. You should by law inform each employee about a number of
things including your disciplinary rules, your disciplinary/dismissal procedure and the name of
the person to whom they should appeal if they are unhappy about a disciplinary or dismissal
decision.
There should be an employee's written statement of employment or the written statement may
refer the employee to a document which is handed to everyone before employment. In cases
that you do not provide this information to an employee and they succeed in another
employment tribunal claim against you in a case of unfair dismissal, they could be awarded up
to four weeks' pay.
However, if you do decide to make your disciplinary procedure contractual and you fail to
follow it when taking disciplinary action, the employee could bring something called a breach
of contract claim against you.

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an

employee experiences about his job and its nature, about the management policies and
procedures. It must be expressed by the employee and brought to the notice of the
management and the organization. Grievances take the form of collective disputes when they
are not resolved. Also they will then lower the morale and efficiency of the employees.
Unattended grievances result in frustration, dissatisfaction, low productivity, lack of interest in
work, absenteeism, etc. In short, grievance arises when employees expectations are not
fulfilled from the organization as a result of which a feeling of discontentment and

dissatisfaction arises. This dissatisfaction must crop up from employment issues and not from
personal issues.
Grievance may result from the following factorsa. Improper working conditions such as strict production standards, unsafe workplace,
bad relation with managers, etc.
b. Irrational management policies such as overtime, transfers, demotions, inappropriate
salary structure, etc.
c. Violation of organizational rules and practices

DEFINITION OF GRIEVANCE
A grievance is a wrong or hardship suffered, which is the grounds of a complaint. A grievance
may arise from injustice or tyranny, and be cause for rebellion or revolution.
Grievances are defined as breaches of the collective agreement, custom and practice, the
statute law, common law, natural justice or as any problem of a sufficient nature to cause a
disturbance of the workplace equilibrium.

It is usually considered that a grievance moves to the dispute stage once a shop steward
becomes involved in the process of grievance handling.

Grievance & Grievance Handling

Grievance: any dissatisfaction or feeling of injustice in connection with ones employment

situation that is brought to the notice to the management.

The manager should immediately identify all grievances and must take appropriate steps to
eliminate the causes of such grievances so that the employees remain loyal and committed to
their work. Effective grievance management is an essential part of personnel management.
The managers should adopt the following approach to manage grievance effectively-

Quick action- As soon as the grievance arises, it should be identified and resolved. Training
must be given to the managers to effectively and timely manage a grievance. This will lower
the detrimental effects of grievance on the employees and their performance.
Acknowledging grievance- The manager must acknowledge the grievance put forward by
the employee as manifestation of true and real feelings of the employees. Acknowledgement
by the manager implies that the manager is eager to look into the complaint impartially and
without any bias. This will create a conducive work environment with instances of grievance
reduced.
Gathering facts- The managers should gather appropriate and sufficient facts explaining the
grievances nature. A record of such facts must be maintained so that these can be used in
later stage of grievance redressed.
Examining the causes of grievance- The actual cause of grievance should be identified.
Accordingly remedial actions should be taken to prevent repetition of the grievance.
Decisioning- After identifying the causes of grievance, alternative course of actions should
be thought of to manage the grievance. The effect of each course of action on the existing and
future management policies and procedure should be analyzed and accordingly decision
should be taken by the manager.
Execution and review- The manager should execute the decision quickly, ignoring the fact,
that it may or may not hurt the employees concerned. After implementing the decision, a
follow-up must be there to ensure that the grievance has been resolved completely and
adequately.

An effective grievance procedure ensures an amiable work environment because it redresses

the grievance to mutual satisfaction of both the employees and the managers. It also helps the
management to frame policies and procedures acceptable to the employees. It becomes an
effective medium for the employees to express t feelings, discontent and dissatisfaction
openly and formally
Grievance handling
Employers should set up proper mechanisms to deal with complaints of discrimination.
Employers should take all complaints of discrimination seriously, conduct proper
investigations into complaints and respond to the affected person in writing. Confidentiality
should be observed and both the complainant and respondent should be treated fairly.

Job applicants and employees are urged not to reach conclusions about decisions taken by
employers in employment matters, without seeking clarification from the employer. Rather, if
a candidate or an employee feels that he has been discriminated against, he should seek an
explanation before escalating the issue further. This will give the employer an opportunity to
explain his decision and clarify his position, or where necessary, take correct would be more
conductive to a positive long-term employment relationship.

Grievance handling is an essential part of any business, in case people have been dismissed
unlawfully so there has to be a structure and rules and regulations in place. Even in well-run
businesses, it may sometimes be necessary to take disciplinary action against employees.
So in essence it is vitally important to have written disciplinary rules and procedures in place
in the workplace. If problems do arise, these procedures should help deter employees from
making employment tribunal claims and ensure that you are dealing with employees as fairly

as possible
The rules and procedure with regards to grievance handling should be set out in writing,
follow the good-practice principles set out accordingly and follow your areas code of practice
on disciplinary and grievance procedures
If you do not meet these criteria then it may lead to extra compensation for the employee if
they succeed in a tribunal claim. You should by law inform each employee about a number of
things including your disciplinary rules, your disciplinary/dismissal procedure and the name
of the person to whom they should appeal if they are unhappy about a disciplinary or
dismissal decision.
There should be an employee's written statement of employment or the written statement may
refer the employee to a document which is handed to everyone before employment. In cases
that you do not provide this information to an employee and they succeed in another
employment tribunal claim against you in a case of unfair dismissal, they could be awarded
up to four weeks' pay.
However, if you do decide to make your disciplinary procedure contractual and you fail to
follow it when taking disciplinary action, the employee could bring something called a breach
of contract claim against you.

TYPES OF GRIEVANCES

1. WHERE DO GRIEVANCES COME FROM?

For a real grievance to have occurred there must have been a violation of an employee's
rights on the job. Also, it must have been the employer or one of his/her agents -- like a
supervisor or manager -- who has violated these rights, directly or indirectly. If an employee
makes a complaint that doesn't involve the employer in some way, you may still have to deal
with it, but it won't be a grievance.
Most grievances are "real" in the sense that we are sure the employer has violated some-one's
rights; but this doesn't mean we will always win the case. We are limited by the con-tract, by
our skills, or by how much union power we have. So a grievance can turn out to be no more
than an "alleged violation" or even just a complaint.
It's your job as a steward to decide which rights have been violated and so determine whether
a grievance exists. Because most employees' rights are contained in the contract, this is the
first place you look to see if there is a real grievance against the management. If the grievance
is a clear-cut violation of the contract, it will be easy to prove provided you stick to your
guns. If it involves an interpretation of the contract, it will not be so easy to prove.
The kinds of grievances that may occur under the contract are:

a. Wage Grievance - failure to pay agreed rating including:

Starting pay
Automatic increase
Merit increase
Improper classification of job
Employee wrongly classified
Shift premium
Vacation pay or bonus
Call-in pay
Improver incentive or piece rate

b. Wage Inequities (usually handled through collective bargaining negotiations or through

supplementary wage agreements)
c. Unreasonable Rate of Production or Workload (Speedup) violation of time or
production standard can be approached from the standpoint of a physical working condition
or violation of principle of "fair day's work for
fair day's pay."
d. Assignment and Placement of Workers
Improper transfer (violation of seniority clause)
Improper promotion
Improper allocation of work (as in overtime)
Improper layoff or recall
e. Disciplinary Action because of:
Unreasonable rule
Penalties without just cause
Employees not properly notified of rule or penalties
Reprimand (recording warning)
Disciplinary layoffs
Discharge
f. Physical Working Conditions unsafe or unhealthy working conditions (could be a
violation of provincial, state or federal safety laws or workplace rules).
g. Supervisory Practices
Abuse of authority
Intimidation or coercion
Over-supervision (snooping)
Inadequate supervision (failure to instruct properly)

Supervisor working on bargaining unit jobs

Discrimination
Favoritism
h. Personal Rights and Privileges
Leaves of absence
Failure to accord equal treatment (discrimination)

i. Violation of Union Rights

Failure to give proper representation (no steward working overtime) undermining the union
undermining grievance procedure
j. Other Contract Violations some contracts may contain clauses not covered by the above
lists
But, unless your contract limits grievances to items covered in the collective bargaining
agreement, some grievances are outside the contract. These are:

Violation of federal or provincial or state law

Here you might have the option of filing a grievance or going to the appropriate government
agency to get redress. If advice from your chief steward or local union business
representative is inconclusive, go ahead with both.
Past practice in the workplace
This can be the basis for a grievance, particularly in areas where the contract is si-lent or
unclear, where a past practice has been violated by the management, an employee
may have a real grievance. But, to be considered a past practice, the circum-stances
must have been repeated over an extended period of time; accepted explicitly or
implicitly by both workers and management, e.g., by verbal agreement or in writing,
without either side formally objecting; or while violating the contract, neither side has
demanded that this part of the contact be enforced.
Failure of management to live up to their responsibilities, particularly over health and
safety conditions
Employer's rules
These can be made and changed as long as they are consistent with the contract. But, while
they are in existence, they cannot be violated by either side and so they can be the
basis for a grievance.

2. WHO IS AGGRIEVED?

Summary: we can classify grievances according to where they come from and how they arise,
but we can also look at them according to who is affected.

 Individual grievances
Most grievances affect only a single individual. Even so, you as a steward should be filing the
grievance, not the employee on her/his own (if the contract permits it). It is in the
interests of everyone in the union that the grievance is handled properly, bearing in
mind the interests of the union as well as the griever. And, when an individuals rights
have been violated and he or she refuses to file a grievance, you should file the
grievance on behalf of the union -- especially if the contract specifically permits it. In
this way, you will defend the collective bargaining agreement and protect the rights of
all employees covered by it. The management's argument that you cannot file an
individual grievance on behalf of the union is invariably false.
Group grievances
This is where several employees have the same complaint. Usually you file the grievance on
behalf of the group (who must be clearly named or defined) though there is nothing
wrong with filing a series of individual grievances dealing with the same issue.
Union grievance or policy grievance
Exactly what your rights are and exactly what these grievances are called depends on the
language used in the contract. These two types of grievances usually mean the same
thing.
The union grievance is one that is filed by the union on behalf of a group of individuals or the
whole bargaining unit -- or on behalf of an individual who refuses to file it. Invariably,
a union grievance is one in which the union considers its rights to have been violated,
and not just the rights of individuals in the bargaining unit. Again, you might find the
expression "general grievance' used and it might mean un-ion grievance, policy
grievance, or group grievance, depending once more on the language used in the
contract.

3. GRIEVANCE AND ARBITRATION

Almost all OPEIU contracts contain a section which gives the union the right to process a
grievance to final and binding arbitration. If the employer ignores the grievance by not giving
an answer as required by the collective bargaining agreement, then the union may advance
the grievance to the next stage, and the next, until the issue is either before an arbitration
board (in Canada) or arbitration is invoked by a court (in the U.S.).

4. WHEN IS A COMPLAINT NOT A GRIEVANCE?

If the management has not violated anyone's rights, there is no grievance. But, there may be a
real complaint, and if you are a good steward you will deal with complaints as seriously as
you would a grievance. Here are some types of complains:
Personal troubles and requests for advice
You will often find that people want to confide in you. Treat them sympathetically; try to help
them and keep confidences strictly to yourself.
Complaints about fellow workers
These need a lot of tact, diplomacy and moral authority on your part. This sort of complaint
becomes a grievance if management gets involved when it shouldn't, ac-cording to the
contract or past practice -- or it doesn't get involved when it should.
Complaints about government agencies and local bodies
Complaints against management not covered by the contract
There may be cases you have to face which do not involve an injustice, do not vio-late past
practice and are not covered by the contract. It still may be possible to remedy these
complaints by informal discussions between the union (you) and the employer.
Borderline cases
You should seek advice from the chief steward or the grievance committee or your local
business representative before taking these up as grievances. Report back to the
person complaining as soon as possible, explaining what you are doing and why.
Complains against the union
It is up to you to explain to the complainer what his or her rights are under the rules and
constitution of the local and international union.

5. THE NEGOTIATED GRIEVANCE PROCEDURE

Every negotiated agreement (contract) has a negotiated grievance procedure. The grievance
procedure can be set forth in the contract in many ways. However, most procedures

Follow a basic course from information to formal presentation with arbitration being the last
recourse in most agreements.
The grievance procedure provides for judicial review of any action taken by management that
has impact on the employees covered by the negotiated agreement. Without a grievance
procedure employees would have no internal process available for ensuring their right to
justice on the job. The alternative to this procedure, group action or courts of law, is of-ten
costly, time consuming and insensitive to unique problems within an industry. There-fore, the
grievance procedure provides a more effective means of redressing employee problems.

7. RECORDING THE GRIEVANCE

When an employee comes to you with a complaint you should always make a note for your
files listing the person, problem, date, supervisor and workplace. Also you should request the
employee to write down the facts and keep an ongoing log of events that take place pertaining
to the complaint. This is a safeguard in the event the complaint becomes a le-intimate
grievance and proceeds through the various steps of the grievance procedure. Trying to recall
times, places and actions from memory is highly ineffective in grievance handling. Should
you fail to settle the grievance at the first, informal step, the union will need these records in
drafting the formal grievance statement. It is important for the union to keep records of
grievances handled at the informal step, so send your documentation to your union
representative if it is resolved.
A complaint formally enters the grievance procedure when it is presented in writing. The
steward, who normally has the responsibility for submitting the grievance for writing to the
union, should do so only after completing Step I of the grievance procedure. When
submitting the grievance to the union the steward should check carefully to make sure the Six
W's - WHO, WHEN, WHERE, WHY WHAT and WITNESSES of the grievance form are
covered.
WHO: Refers to the employee filing the grievance and the supervisor (if any) involved.
WHEN: Refers to the time element. Often information regarding more than one date is
needed to complete the form properly: (1) the date on which the grievance is officially
written; (2) the time and date on which the grievance actually happened; (3) the date on
which the grievance was submitted to the immediate supervisor (first or informal step of the
grievance procedure); and, (4) the date on which the immediate supervisor gave a decision.

WHY: Refers to the reason the complaint is considered a grievance. The WHERE and WHY
are described under the section "Statement of Grievance" and must be clearly stated to obtain
a clear picture of the facts. It is important to remember that it is possible to have a legitimate
grievance without being able to point to a violation of a specific clause of the contract.
WHAT: Refers to what should be done about the grievance - the corrective action desired and
what adjustment is expected.
WITNESSES: If a particular incident took place which gave rise to the grievance, the names
of any witnesses who say what occurred should be listed on the grievance form. This should
include the address and phone number of all witnesses.
Both the employee and the steward should sign the grievance form. The employee's signature
verifies the facts of the grievance.

8. UNDERSTANDING THE QUALITY OF INFORMATION

As you begin to investigate a grievance you will realize that the information you gather
usually falls into two categories:
A. specific measurable information; and,
B. non-specific or immeasurable information.
Both types of information will surface; however, non-specific information has little use in
grievance handling. The following is a list of various types of specific information that
frequently has impact on grievances. Also given is the method of measuring this information.

Major causes of grievances

The major causes of grievances have been discovered to be:

1. Loose, faulty or ambiguous contract language

2. Management strategy to undermine the union
3. Union strategies
4. The prevailing social and political environment
5. Historical factors
6. Faulty systems
7. Lack of appropriate codes and processes.
Investigating a grievance

Grievance handling requires investigative skills and skills of advocacy. One of the major
issues in the investigation is to determine what the breach of the employees right is.

Once it is established that a breach has occurred, then a report should be prepared based on
the use of the five was:
1. Who were involved?
2. When did the breach occur?
3. Why did the breach occur?
4. Where did the breach occur?

5. What happened?
It is usually agreed that action will not be taken on any breach until the full grievance
procedure is utilized, giving the person whose right has been breached, and full opportunity
to ventilate concerns.

A grievance procedure should provide a formal framework, setting limits on the arbitrary
exercise of management authority and power.

GRIEVANCE HANDLING PROCEDURE

1. The person aggrieved raises the issue with the immediate supervisor;
2. Failing settlement, the matter is referred to a manager;
3. Failing settlement, the aggrieved workers can refer the issue to the shop steward;
4. The shop steward or delegate can enter the case and request a meeting with the
manager or someone from the personnel or human resource department;
5. Failing the above, a senior trade union official can intervene;
6. Failure at the domestic level can lead to a third party intervention eg an employers
federation (in some countries eg Trinidad and Tobago, Antigua and Barbuda and
Jamaica, there are industrial courts or industrial tribunals);
7. The final stage is conciliation or arbitration.
Grievance handling requires skills of advocacy and can be considered to be semi-judicial in
nature.
The grievance handler should try to set time limits for the resolution of grievances, should
ensure that the person to make the decision on the grievance is competent to decide and free

of bias, and should develop a menu of solutions- a variety of options to decide on the
outcome.

Discipline

Discipline is a control mechanism employed to ensure compliance with organizational

objectives. It is used to control those who deviate from performance and behavioral
standards.

There are three stages in the development of a disciplinary process:

1. legislative
2. administrative and
3. Interpretive.
Trade unions should be involved in the legislative stage, to ensure that the disciplinary code
that is devised is acceptable. They must be involved at the administrative and interpretive
stages to ensure that workers are treated fairly.

In developing a disciplinary code, there are usually two approaches. The code can be seen as
punitive. Alternatively, it can emphasize a corrective and developmental approach.

Most codes distinguish between infractions which constitute minor misconduct, and which

will attract verbal or written warnings, as against gross or serious misconduct which may
attract severe discipline including summary dismissal

Dismissal
Dismissal is the ultimate sanction and is seen as retributive. Dismissal can be with notice; it
can also be summary, without notice or payment in lieu of notice; or instant, but may include
pay in lieu of notice.
Constructive dismissal relates to a situation where an employee is unable to perform a job
function through employer obstruction.

Dismissal is considered to be fair where there is clear evidence that the employee:
1. Is incapable of performing the job through lack of qualification, capability or health;
2. conducts himself/herself in such a way as to breach the contract of employment;
3. is redundant;
4. Contravenes the law in such a way as to make continued employment untenable.
When addressing the fairness of the punishment, questions should be raised on:
1. Were proper procedures followed?
2. Were similar breaches condoned in the past?
3. Was all admissible evidence allowed?

4. Was the dismissal for an admissible reason?

5. Did the offence or the employees record justify dismissal as a suitable sanction?
Punishments

Except for cases where the total sanction of dismissal is required there are several lesser
punishments such as warnings, transfers, demotions, fines and deductions from pay, which
can help to keep the employee on the payroll.

Where dismissals are shown to be unfair, demands can be made for reinstatement, or reengagement, or for compensation.

Redundancy

Redundancy occurs where changes in the organization results in the displacement of labour or
changes the nature of work significantly.

The legal definition of redundancy usually relates to situations where:

1. The employer ceases to carry on the business, and the business closes in the place
where the employee was employed
2. Requirements of the business have ceased or diminished or are expected to cease or
diminish for a variety of reasons - natural, economic or technological.

Some countries have provided legislation to deal with redundancies where others have not.
Whether or not the law provides for redundancy, trade unions should negotiate such
provisions within collective agreements.

The modern period is witnessing mergers, amalgamations, buyouts and other strategies which
create conditions for redundancies.

The trade union should try to create an environment where workers employment is protected.
At the same time, it should provide for those who do not wish their services to be transferred
from employer to employer in a unilateral way.

There are three main phases for trade union involvement in redundancy situations:
1. Where it is anticipated that redundancies will occur, it should be discussed, along with
possible alternative approaches. There must be a determination of manpower needs.
2. Once it is decided that redundancy is inevitable, there should be agreement on the
selection of employees to be made redundant, the level of compensation to be paid,
and the provision of assistance to redundant employees.
3. Finally, the individual employee targeted for redundancy must be notified and
counseled in a sensitive and mature manner.

GRIEVANCE HANDLING SYSTEM

PREAMBLE
The philosophy of our group is to provide a working environment to its
employees in which congenial working conditions through mutual trust
and good faith are fostered and a mechanism for speedy redressed of
grievance are available to all so that the employees are able to contribute
their energies towards the growth of the company with their own growth.
TITLE
This procedure is called IWP Grievance Handling System
AIMS & OBJECTIVES
The objectives of the schemes are:
1. Foster employees well being
2. Provide a systematic mechanism for Grievance Redressed at every
level of the organization.
SCOPE
The scope of the scheme is confined to individual grievances only arising
out of working conditions and implementation of the policies/rules or
decisions of the Company.
DEFINITION
Employees for the purpose of this scheme would mean any person who
is on the permanent roll of the company.

PROCEDURE OF REDRESSAL
STAGE - 1

The aggrieved employee shall inform the nature of the grievance in

writing giving the fact of the case in complete details to his immediate
Superior. (FORM-1)
The Superior concerned shall settle the grievance with in 03 (three) days
of receipt of the written grievance.

In case he is not able to settle the grievance, he shall inform the

Department Head and also to the concerned employee accordingly.
In case the immediate superior is an involved party in the grievance, the
grievance may be submitted in writing to the Department Head.
STAGE-2

The concerned Department Head shall examine the grievance and take
necessary steps for redressed of the same with in 04 (four) days of receipt
of the grievance. In case he is not able to settle the same, he shall forward
all necessary information to Personnel Department and inform the same
to the concerned employee. (FORM-2).

STAGE-3

The Personnel Department shall look in to the grievance and take

appropriate steps for redressed of the grievance with in 07 (seven) days,
taking all the aspects in to consideration.. In case the grievance cannot be
settled by the Personnel Department, the same will be referred to the
Grievance Redressal Committee and the concerned employee shall be
informed of the same. (FORM-3)
STAGE-4

The Grievance Redressal Committee consists of the following members:

a). Unit Chief
b). Technical Head
c). Production Head
d). Engineering Head

The Grievance Redressal Committee will attempt to settle all grievances

referred to it through complete participation and cordiality. The decision of
the Committee will be by consensus and not by voting. To the extent
possible, the Committee will resort to counseling approach in settlement
of grievances to ensure the complete satisfaction of the aggrieved
employee. However, if no consensus is feasible on any of the grievance,
records of the entire proceedings will be sent to the Sr. President for final
decision.

The Committee may have any number of hearings as considered

necessary, for settlement of a grievance. However, such hearings should
be speedy and should conclude at the earliest.
The Committee will meet at least once in a month, to settle all the
pending grievances expeditiously. During each of its meetings, the
Committee will attempt to consider all the grievances referred to it up to
one week before the meetings. The proceedings of all meetings of the
Committee will be duly signed by the members present. The decision of
Committee will be communicated to the employee within two days of the
last meeting on the grievance.
In case it requires any policy decision, the matter will be referred to the Sr.
President whose decision is final and binding on the concerned employee.
APPEAL
If even-then the aggrieved employee is not satisfied with the decision at
any of the stages mentioned above, he may appeal to the higher stage.
The final appellate Authority is the Sr. President, whose decision is final
and binding on the concerned employee.
GENERAL
1. No aggrieved employee will take up his grievance to channels / levels
other than provided for in the procedure either during the pendency of
the grievance in any of the stages or without first completing the
recourses to the provisions of the procedure.
2. No grievance arising out of any decision of any Enquiry Officer or
resulting from any disciplinary proceedings will be entertained under
the scheme.
3. The employee must report the grievance in writing giving the facts of
the case in
Complete details.

4. In the first instance the grievance should be settled at the lowest level
i.e. the employee should raise his grievance with his immediate
superior.
5. It should be made clear to the employee that he may appeal to the
higher-ups, if he
does not get satisfaction from his immediate
superior. He should know who is the
next person in the company
hierarchy to whom he should refer his grievance.
6. The grievance should be speedily dealt with -time frames must be
strictly adhered to.
7. Necessary forms will be available in the Personnel Department.

FORM - 1
(TO BE GIVEN TO IMMEDIATE SUPERVISOR)

NAME

DESIGNATION

EMPLOYEE CODE

DEPARTMENT

NAME & DESIGNATION

OF REPORTING AUTHORITY
-----------------------------------------------------------------------------------------------------------NATURE OF GRIEVANCE:

VERDICT BY IMMEDIATE SUPERIOR:

REASON FOR BEING NOT SATISFIED:

DATE:

SIGNATURE:

FORM - 2
(TO BE GIVEN TO HEAD OF THE DEPARTMENT)
NAME

DESIGNATION

EMPLOYEE CODE

DEPARTMENT

NAME & DESIGNATION

OF REPORTING AUTHORITY

NAME OF H.O.D.

NATURE OF GRIEVANCE:

VERDICT BY IMMEDIATE SUPERIOR:

REASON FOR BEING NOT SATISFIED:

DATE:

SIGNATURE:

FORM - 3
(TO BE GIVEN TO GRIEVANCE REDRESSAL COMMITTEE)

NAME

DESIGNATION

EMPLOYEE CODE

DEPARTMENT

NAME & DESIGNATION

OF REPORTING AUTHORITY
NAME OF H.O.D.

-----------------------------------------------------------------------------------------------------------NATURE OF GRIEVANCE:
VERDICT BY IMMEDIATE SUPERIOR:
REASON FOR BEING NOT SATISFIED:
VERDICT GIVEN BY THE HOD :

REASON FOR BEING NOT SATISFIED:

DATE:

SIGNATURE:

Benefits of having Grievance procedure:

The grievance procedure provides a means for identifying practices, procedures, and
administrative policies that are causing employee complaints so that changes can be
considered.
They reduce costly employment suits.
A grievance procedure allows managers to establish a uniform labor policy.
A grievance system can be a reliable mechanism to learn of, and resolve employee
dissatisfaction. It can produce early settlements to disputes or provide for correction
of contested employment issue

SELECTION OF PROBLEM

When I joined the training in IWP (India Woods product bly). I was allotted the project of
grievance handling
Before working on it I think that it is very simple project but when I started to go through it, I
realized that it is not so simple as I think.
Grievance are their in every organization but to get rid from it this is very necessary to know
what types of grievance are their.
Grievances are their of many kinds and the problem is that how and what should be the
method to decrease these grievances so that org. can run calmly and every employ should
satisfy with their work.

FORMULATION OF PROBLEM
This project is given to me by ANAND Sir and in this report I had described about the
grievances in the org. why these grievances are there. And from where that come from and
how should the org can get rid from so that org can run properly and in well condition.
In each and every the problem of grievance is at the top level, here in IWP I saw grievances
at very high level. Employ is different from other in many ways like behavior, manner,
working style and many more. So the grievances are decided, each one of them is not
satisfied by each and every condition in the org.
Grievances are of many kind and everyone is facing grievance some because of working
condition and some of the timing schedule, thats why grievances are of many kind and it is
very important to get rid from it and it is very necessary for the employees that they should
get right decisions and partiality should not be done in giving them justice.

NEED OF STUDY
Employees differ as individuals, in their needs, expectations and behavior. When their needs
are not satisfied or their objectives are not achieved, the result the employees satisfied and
motivated, all the time.
In each and every working org. the problem of grievance is there. And how to get rid from it,
it is very necessary thats why it is very important to study about the problem.
In IWP (India woods product) the problem of grievance is high so it is very necessary to
study about it and to know the reason why and from where tis grievance come from.
Effective methods for the grievance handling should be made so that the problem of
grievance should decrease and the org should not suffer this kind of problem again.

OBJECTIVES OF GRIEVANCE

PRIMARY OBJECTIVE
To study the effectiveness of grievance handling mechanism.

SECONDARY OBJECTIVE
1. To identify whether the employees are aware of the grievance handling mechanism.
2. To identify whether the grievance handling system leads to a favorable attitude towards the
management
3. To identify that the grievance handling system leads to a mutual understanding between
workers and the management
4. To know the level of satisfaction towards the grievance handling procedure of the
organization
5. To identify the factors influencing the effectiveness of the grievance handling in the
organization
6. To examine the rights and responsibilities of employee
7. To focus on the role and process of grievance handling
8..To develop an understanding of the role of discipline in
9. To examine redundancy and termination issues.

Rights and Responsibilities of employees

A right can be considered as a just or legal claim to title, that which is due by law, tradition
or nature. A responsibility is a duty, an obligation or a burden.

Trade union rights enjoyed by workers derive from a multitude of sources, including
international conventions, national constitutions, statute law, the collective agreement,
custom and practice, and the common law.

At the same time, workers have responsibilities which derive mainly from the contract.

The main responsibilities of employees are summarized below:

1. To perform his/her work with reasonable skill.
2. To exercise reasonable care in the performance of his/her duties
3. To serve his/her employer with good faith
4. To protect his/her employers confidential information.

5. To account for his/her employers property placed in his/her charge

6. To be willing and ready to serve in his/her job function.
7. To indemnify his/her employer for damage or injury for which the employer becomes
liable to a third party as a result of the employees failure to exercise reasonable skill
or take reasonable care.

CHAPTER-2

REVIEW OF LITERATURE AND HYPOTHESIS

A common criticism of grievance procedure research is the lack of theoretical grounding for
much of the research done prior to 1985. Several earlier reviews of the grievance literature
raised the challenge of improving on the theoretical aspects of grievance research. This
review focuses on the grievance procedure research published in the past decade with specific
attention on the application (or lack thereof) of social science theory to grievance research.
We also make recommendations on the direction that we feel grievance research should take
in the future to further improve on the theoretical content of grievance research.
The focus of this review is limited to the usage and operation of grievance procedures, and
excludes the subsequent impact of grievances on organizational performance and the
behavior of individuals. We also exclude nonunion grievance procedures which have been
recently reviewed elsewhere (Peterson, 1992; Feuillet & Delaney, 1992), and alternative
procedures, such as peer review systems.
We considered many alternatives, but decided to organize our review of grievance procedure
research in chronological order following the "life" of a grievance. The first two sections of
the paper briefly review past reviews and make several general observations about the role of
theory in grievance procedure research. Then we proceed through the grievance process,

starting with givable events and grievance initiation, and ending with post settlement
experiences. We conclude with a summary of social science theories which have been applied
to grievance research or which we believe could be useful for future research.

Several reviews of grievance procedure research were published in the mid to late 1980s
(Gordon & Miller, 1984; Labia & Greer, 1988; and Levis & Peterson, 1988, chap. 2). This
review article will focus on grievance research published over the decade since, but several of
the main points and recommendations from these previous reviews will be discussed in this
section.

REVIEW OF LITERATURE
The correlates of grievance initiation are described within the context of categories of
relevant factors suggested by the literature. The categories include environmental,
management, union, union-management interaction, and employee factors. In the
environmental category, the literature indicates that technology effects provide substantial
promise for the explanation of grievances. Several important correlates of grievance activity
are described in each of the other categories. Suggested methodological improvements for
future research include expanded sets of control variables, multiple industry data sets, greater
attention to grievance types, and the use of causal analytical techniques in longitudinal
studies. Future research should provide a better understanding of the effects of several
variables, including technology, methods of grievance resolution, workgroup cohesion, and
fair representation requirements. It should also identify relationships that are specific to

different issues. cohesion, and fair representation requirements. It should also identify
relationships that are specific to different issues.

REVIEW OF LITERATURE GRIEVANCE

Grievance is any discontent or dissatisfaction that affects organizational performance. Assuch

it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction
of employees goes unattended or the conditions causing it are not corrected, the irritation is
likely to increase and lead to unfavorable attitude towards the management and unhealthy
relations inthe organization. The formal mechanism for dealing with such workers
dissatisfaction is called grievance procedure. All companies whether unionized or not should
have established and known grievance methods of processing grievances. The primary value
of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that
may have adverse effects upon co-operation and productivity. A grievance procedure is
necessary in large organization which has numerous personnel and many levels with the
result that the manager is unable to keep a check on each individual, or be involved in every
aspect of working of the small organization. The usual steps in
Grievance procedures are

1. Conference among the aggrieved employee, the supervisor, and the union steward
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.

4. Arbitration there may be variations in the procedures followed for resolving employee
grievances.
Variations may result from such factors as organizational or decision-making
structures or size of the plant or company. Large organizations do tend to have formal
grievance procedures involving succession of step

CHAPTER-3

AREA OF
STUDY
INDIA WOOD PRODUCT

1 Background
The Indian Wood Products Co. Ltd. was promoted by Mr. H.N. Gladstone,
Mr. H. Bateson, Mr. E.H. Bbray of London and
Others in the year 1919. The Company was limited by shares under the
Company's Act, 1913 with the sole object to manufacture Katha and Cutch
at Izzatnagar, Bareilly (UP) India. The manufacturing activities started in
1920 and the Board of Directors appointed M/s. Gillianders Arbuthnot &
Co. Ltd., as the Managing Agents who would look after the daily activities
of the company.
Up till 1962, the company was under the Director of Industries, Kanpur
(UP) and it was only in 1963 that the company was granted an Industrial
Licence by the ministry of Commerce and Industry. With the abolition of
Managing Agency System by the Companies Act, M/s. Gillanders
Arbuthnot & Co. Ltd. ceased to act as the Managing Agents of the
Company. Thereafter the control and management of the company vested
with the Board of Directors consisting of Directors of Gillanders
Arbuthnot & Co. Ltd., and their associate companies. In 1980 the present
management acquired the controlling interest in the Company by transfer
of share.
At present, Mr. K.K. Mehta (Chairman) control the entire operations of the
company and deputed at the registered office of the company whereas Mr.
K.K. Damani (Executive Director) resides and deputed at works supervise
and control the entire operations and productions of the Company.
However the total supervision and strict control rests with the Board of
Directors of the company.

1.1.3 Investors

Financial Result
Financial highlights for the financial year ended March 2011

Particulars

(Rs. in Thousand)

Paid-up Capital

10,773

Reserves & Surplus

95,107

Profit Before Tax

17,597

Profit After Tax

12,079

Dividend

10%

Earning per share

11.59

1.1.4 Quality Assurance & Research

Achieving ultimate customer satisfaction is the prime outlook of IWP. To
materialize this, the organization has adopted stringent quality control
tests from intermediate stages of input of raw materials till output of
finished products. To achieve this, we have qualified team of 20
engineers & chemists who monitor the operation and the quality. We are
well equipped with laboratory
facilities and modern equipments
such as HPTLC, GLC, Polari meters,
TLC, Spectrophotometer, Moisture
meter, Hygroscopes besides Kjeldahl
extractor etc. The company also owns a research lab having plant &
equipments for Pilot Plant scale research for improving quality &
research.

1.1.5Products

Products

Other names

Annual Production Capacity

Catechu

Black Catechu, Katha

600 M.T.

Cutch

Vegetable Tanninc

1200 M.T.

Catching

Flavanols, cyanidols

300 M.T.

A. Catechu
(A.1) Manufacturing Process: Good quality of Khair Tree (Acacia Catechu) is procured from
various parts of India. Each log is manually stripped & made free from Sapwood. The
heartwood is mechanically chipped into small pieces and cooked under pressure. The liquor
obtained contains Catechu which is concentrated in multistage evaporator. On chilling the
concentrated liquor crystals of Catechu are produced. Crystals are carefully filtered in
controlled conditions. The filtered mass is mashed and cut into Biscuits and slowly dried at
low temperatures.
(A.2) Specifications: Commercially the Catechu (Katha) is valued on the basis of its texture,
paste value (8-10 times) and smell. However, detailed analysis of a typical sample is given
below:

a) loss on drying
14 16
% by weight,

b) Catechin
% by weight,

c) Matter insoluble in rectified spirit,

10 15
% by weight,

d) Total Ash
2.0
% by weight Max.

e) Acid insoluble ash

0.5
% by weight Max.

f) Paste value
9 times
(in terms of water retention)

(A.3) Uses of Catechu: It is traditionally being used as mouth freshener with Betel quid in
India. The new generation of mouth fresheners, like Pan Masala deploys Catechu as chief

ingredient with Areca nuts and sometimes with chewing tobacco. Catechu is an astringent and
has distinct bitterness followed by cool-sweetness. It also finds use as flavoring agent in
condiments, ice-creams, candy, beverages etc. Since ages, the medicinal uses of catechu are
well known. It finds major use in treatment of diarrhea, dysentery, ailments of mouth, gums,
tonsils etc. Many new uses of catching (which are the natural chief ingredients of catechu)
like antioxidant, skin care, anti-diabetic, anti-inflamatory are reported.

(A.4)Packing of the product

Packings

Primary

Secondary

100 gm./each.

10 kg. Corrugated Box

1kg./each

20 kg. "

Pouch Box

100 gm./each
10 kg. "

Pan Paste (ready to use)

powder

50 gm./each in Metal
10 kg. "
Container

Power (Bulk)

20 kg

20 kgs. "

B. Cutch
(B.1.) Manufacturing

Process: The

supernatant liquor

obtained on

filtration of Catechu is

concentrated

in multiple effect

evaporator

till the semi solid

condition is

achieved. It is directly packed in suitable packings.

(B.2.) Specification: The cutch has dark colour and rich in Vegetable Tannins. A typical
analysis is given below:

W/W%

a. Moisture, max

12

b. Tannins, min

60

c. Catechins, min

30

d. Insoluble in boiling water, max

05

(B.3.) Uses: Cutch is a natural source for Tannins (for tanning of leather). It creates variety of
colors with metals and are useful as dyeing agent for natural fibers. It is also used as a mouth
freshener. Medicinal uses similar to catechu are also known. It has application in Oil-drilling,
Printing ink-pigments, adhesives etc.

(B.4)

Packings

Primary

Secondary

Block

50 kgs

50 kgs in Wooden Case wrapped in hessian bag

Slab

3.125 kgs

25 kgs in wooden case wrapped in hessian bag

Catechins

(C.1) Manufacturing Process : We offer Epi-catechins (L & DL type) from Acacia Catechu
and D- Catechins by solvent Extraction of Gambier. We can also offer Gambier alkaloids
(like Gambir Tannine, Oxo-gambir tannine etc.) Shortly we shall introduce Tea-catechins
(Epi-gallo Catechins).
(C.2) Specification: In view of rapid transformation of L-Epi catechin to its isomers, at
present we can offer limited quantity of 85% pure Epicatechins (L&DL). High purity (99%+)
D-Catechins (Hy-drate), are being used by local manufacturers of mo uth-freshener.
(C.3) Uses : Both Epicatechins & D-Catechins have demonstrated uses as Antioxidant. It has
also proved efficacy in treatment of Acute viral hepatities, and as Anti-diabetic, Anti
inflamatory, Anti-Dirrhoea, Anti-dysentry, Chemo-preventor etc. It is also traditionally used
for treatment of Gums & Tooth and skin ailments.
1.1.6 Processing
Kattha is produced after processing Khair wood which takes a period of about 40-45 days.
Firstly upper layer of the Khair wood is removed at the Kattha producing factories. Then
inner hard wood is cut into small chips and boiled in water at about 102 C. Thus another
liquor is prepared which is made thick by evaporation process. It is put into aluminium
containers which are put into chillers. By this process thick liquor is formed into crystals and
this crystallised and freezed liquor is filtered through vacuum filter. By this process water of
the crystallised and freezed liquor is sucked. Thereafter the substance so recovered is mashed
to make it uniform and given shape of about 1.5 milimetre thick plates. These plates are
pressed by Hydraulic press to remove further water contents. Thereafter these plates are cut
into 2" x 2" cakes. These cakes are dried in dehumidifier for about 15 days. Again these cakes
are put in room through which normal air is passed for about 5 days.

The mill Kattha so obtained by the above process is eatable and marketable item and not a
forest produce within the meaning of Section 2(4) of the Indian Forest Act. Thus for its transit
no pass is required and in fact the petitioner company had never required such a transit pass.
The petitioner company sells its mill Katha to whole salers and retailers all over India and if
at each stage a transit pass is required from the Forest authorities then it will cause immense
difficulty and in fact bring the business of the petitioner unworkable and to a halt.
There is vast difference between cottage industry Kattha and mill Kattha. The cottage
industry kattha is made generally in the forest by the process of boiling of khair wood in
Bhattis whereas mill kattha is manufactured by a complex mechanical process in a factory
situated in town, and not forest. Their contents are also very different -- the cottage industry
kattha contains tannin, whereas the mill kattha contains more of catechu; mill kattha can be
used directly in betels while the cottage industry kattha cannot be so used.

1.1.7 Sale and distribution

The sale and distribution of Khair wood is completely controlled by the U.P. Forest
Corporation, which allots it its registered units including the petitioner. U.P. Forest
Corporation issues gate pass (appending gate pass dated 27-1-1996 as Annexure 4) when
Khair woods are lifted from its depots. A transit pass (appending transit pass dated 27-1-1996
as Annexure 5) is also issued by the U.P. Forest Corporation. A fee of 50 paise is charged for
every quintal of forest produce for movement and transit pass. When any unit purchases khair
woods from out side the State in that event a transit pass has to be obtained at U.P. Check
post.

The khair wood purchased from Hoshirarpur (Punjab) .A transit pass was issued
by the Divisional Forest Office, Bjiagpat range, Meerut. On the petitioner company sent 100
cases of Kattha broken and 50 cases of Kattha Pan Madhuri (each case containing 20 Kg. of
Kattha) to M/s. Kothari Products Ltd. through transporter. The vehicle carrying the cases was
checked at G.T. Road (West) barrier by the Forest Range Officer, Kanpur Range (respondent
No. 2) who illegally seized them as well as the vehicle carrying them under Section 52 of the
Indian Forest Act and registered the case in question. Respondent No. 2 submitted seizure
report in the Court of Metropolitan Magistrate, X, Kanpur Nagar. As the Kattha manufactured
by the petitioner company is not a forest produce, Respondent No. 2 had no jurisdiction to
seize them or the vehicle carrying them and arrest the driver driving the vehicle. Provisions of
Indian Forest Act and U.P. Transit of Timber and other Forest Produce Rules, 1978 are also
not applicable in its case.
U.P. Transit of Timber and other Forest Produce Rules, 1978 is violative of
Articles 19(1)(g) and 301 of the Constitution inasmuch as it imposes a prohibition for moving
any forest produce without transit pass. This is an unreasonable restriction, since it covers all
forest produce irrespective of circumstance. Such restriction, which is wholly unreasonable,
is not in the public interest. Before making the Rules aforementioned previous sanction of the
President under Article 304 of the Constitution of India has not been taken.

1.1.8 Financial background

Balance Sheet

Total Assets

22

21

Current Assets

31

29

Total Liabilities

22

21

11

10

Share holders Equity

Current Liabilities

* All the accounts are in INR.

Income Statement

Total Revenues

63

56

Operational Profit
(Loss)

Net Profit (Loss)

* All the accounts are in INR.

Ratios
Profitability Ratios

Return on Assets (ROA)

5.48%

4.63%

5.48%

4.63%

Annualized Return on
Assets (ROA)

Return on Equity
16.97%

15.2%

16.97%

15.2%

4.95%

4.99%

(ROE)

Annualized Return on
Equity (ROE)

Return on Sales (ROS)

16.42% 16.32%
Return on Capital

Gross Profit Margin

3.45%

3.46%

5.63%

5.66%

Operating Profit
Margin

Efficiency Ratio

Inventory Turnover

0.04x

0.05x

Current asset turnover

2.04x

1.9x

11.35x

11.03x

2.88x

2.79x

99

103

Fixed-asset turnover

Asset Turnover
Valuation figures and
ratios
S

Earning Before
Interests and Taxes
(EBIT)

EBITDA

Enterprise value

2.79

3.26

Current Ratio

2.18%

2.32%

Quick ratio

1.15%

1.34%

Liquidity Ratios

Doom's day ratio

15.26% 17.46%

Leverage Ratios

Leverage ratio

1.54%

1.86%

Interest Coverage Ratio

2.28%

2.26%

Debt to equity

211.05% 228.63%

Debt to total assets

52.62% 56.24%

Long Term Debt to

9.83%

9.94%

11.82%

11.79%

Capital

Debt / Enterprise Value

Trend Ratios

Revenue Trend

13.3% 57.46%

CHAPTER-4

POPULATION
THE POPULATION OF IWP EMPLOYEES IS 270

SAMPLING
Sample size

Out of total employees sample taken among respondent is 50.

Sampling Method
The samples are taken on the basis of the attendance of the employees who are mostly absent
in the calendar year from their job .

Source of data
There primary and secondary source of data.
Primary data This data is collected by respondent by administering a structured interview
schedule and discussion with management team.
Secondary data-This data is collected through past records of an organization like attendance
register of the previous year.
3.6Tools used for analysis
A structured interview schedule used as a tool for the analysis. It contains question that
are simple and easy to give answer .

Data analysis technique

The data is analyzed with simple analysis technique .The data tool is percentage method .
used in making comparision between 2 or more criteria.

CHAPTER-5

INTERPRETATION

AND TABULATION OF DATA

FINDINGS FOR GRIEVANCE HANDLING

In the findings I would like to write that that the level of grievance at IWP is at high level and
mostly each and every employee is having different type of grievance and some of the

employees are not satisfied by the working conditions which are there and some of them are
not satisfied with the other employees working with them. According to me grievance of
employees should be decreased by giving satisfaction to the employees.
Employees are having different problems and the reason behind them are also different like
some are having grievance because of wages and some are having because of bad working
conditions so it should be solved as soon as possible so that working of the organization does
not effect
.
Grievance handling procedure should be effective and and the causes behind the grievance
are different according to the problems of the employees grievance is just the feeling of
dissatisfaction and it is because the employer and employees dont have faith and trust on
each other and the second thing is that employees dont have patience about anything these
are the causes of grievance.

CONCLUSION FOR GRIEVANCE HANDLING

The work on this project was a wonderful experience in my life, the training help me a lot to
adapt myself to actual working environment and to coordination with the other team
members.
Many of the persons help me in my project as much as they can. Mainly Ashfaq sir and
Anand Rai sir and I m very thankful to them.
At the end it comes conclusion and it can be said that grievances in IWP is high and many of
the employees are facing grievances.

Main thing is that grievance is very large problem for any org. and grievance in this org can
get rid from many methods which will give benefit for the employees as well as for the org
also.
All the conditions of working should be settled keeping in mind about the employees benefit
so that grievances may not occur.
It is the main problem for any org. because when employees are having problem they cant
work properly and they cant give their best for the org by which the level of profits and
maintenance to the org also be disturbed.
So at the end it should be in mind that grievances should decrease and all the effective efforts
should done for the grievance handling so that the org can run in effective and well manner.

SUGGESTIONS FOR GRIEVANCE OF EMPLOYEES

In the suggestions I would like to suggest that grievance of employees is increasing day by
day and mostly in each and every organization .The grievance of employees is at high level
and it should be decreased as soon as possible for effective working so that the productivity
of the organization may not decreased and the profit of the company should not decrease so
grievance is not good for any organization it is harmful for each and every organization.

For solving the grievance effective grievance procedure should be used and union leader are
essential for each and every company so that they can help them in grievance solving even
top management should also help employees in their grievance to solve it .There are many
kinds of grievances like wage grievance, grievance because of working conditions and not
satisfied with other employees working with them and many more. The grievance of
employees should be solved as soon as possible the employees who are having due to wages
their wages should decided by which company profit should not decrease and it should be
also in the favor of employees who are having grievance due to wages and working
conditions should also be set according to the employees so that they can work properly and
decreased.

BIBLIOGRAPHY

HR MANUAL
MANAGING HUMAN RESOURCES {V.S.P RAO}
GOOGLE
WIKIPEDIA

QUESTIONNAIRE
Respected Sir / Madam,I am
......MEENAKSHI GANGWAR..........
Reg No.
student of
SHRI SIDDHI VINAYAK INSTITUTE OF
MANAGEMENT
As a part of my MBA curriculum, I am doing the project on
A STUDY ON GRIVEANCES AMONG EMPLOYEES
I kindly request you to help me in the study by answering the questions below. Data collected
from you will be kept highly confidential & will not be disclosed anyone at any cost. It is
purely for academic purpose
Thanking you

QUESTIONAIRE
1. Is work culture supportive in your organization?
Mostly
Rarely Sometimes
Not at all
Respondent

Percentage

Mostly

46

92%

Rarely

7%

Sometime

3%

Not at all

100
90
80
70
60
50

Series 3

40
30
20
10
0
Mostly

Rarely

Sometimes

Not at all

Q2. How often you face grievance in your organization.

Mostly
Rarely
Sometimes
Not at all
Respondent

Percentage

Mostly

40

80

Rarely

13

Sometimes

Not at all

200
180
160
140
120
Series 1

100

Series 2

80
60
40
20
0
Category 1

Category 2

Category 3

Category 4

Q3. How often you complaints and grievance being taken care off?
Mostly
Rarely
Frequently
Not at all
Mostly
Rarely
Frequently
Not at all

Respondent

Percentage

37
7
6
0

75
14
11
0

200
180
160
140
120
Series 1

100

Series 2

80
60
40
20
0
Category 1

Category 2

Category 3

Category 4

4. How much times your superior takes on a complaint (duration of handling process)?
2 Weeks
6 Weeks
Indefinite
Depends upon level
Respondent

Percentage

2 weeks

38

77

6 weeks

16

Indefinite

Depends upon level

200
180
160
140
120
Series 1

100

Column1

80
60
40
20
0
Category 1

Category 2

Category 3

Category 4

Q5. Is the decision taken by the top management related to your grievance is
satisfactory?
Mostly
Hardly
Partly
Never
Respondent

Percentage

Mostly

32

65

Hardly

12

25

Partly

10

Never

160
140
120
100
Series 1

80

Series 2
60
40
20
0
Category 1

Category 2

Category 3

Category 4

Q6 Does the upper Management pressure main reason for Grievance

Yes
No
Yes
No

Respondent
27
23

Percentage
55
45

140
120
100
80
Series 1
Series 2

60
40
20
0
Category 1

Category 2

Q7 Have you ever faced grievance related to Performance Appraisal Process?

Yes
No
Respondent

Percentage

Yes

21

43

No

29

57

140
120
100
80
Series 1
Series 2

60
40
20
0
Category 1

Category 2

8.. What is your grievance?

A)
Wage & salary
B)
Working condition
C)
Promotion
D)
Discipline
E)
Others
Wage and salary

Respondent

Percentage

12

24

Working condition

13

26

promotion

15

30

discipline

10

20

35
30
25
20
Series 1
Column1

15
10
5
0
Category 1

Category 2

Category 3

Category 4

9.. From how long are you facing the grievance?

A) Less than 6 months.
B) More than 6 months

Less than 6 months

More than6 months

Respondent
32
18

Percentage
64
36

70
60
50
40
Series 1
Column1

30
20
10
0
Category 1

Category 2

10,. Do you share grievances with your colleague?

A)
Always
B)
Sometimes
C)
Never
Respondent
Always
32
Sometimes
18
Never
10

Percentage
64
36
0

70
60
50
40
Series 1
Column1

30
20
10
0
Category 1

Category 2

Category 3

11.. How much time management has taken to redress your grievance?
A)
Less than 01 month
B)
More than 01 month
C)
Pending

Less than 1 month

More than 1 month
pending

respondent
18
12
20

Percentage
45
35
20

45
40
35
30
25

Series 1

20

Series 3

15
10
5
0
Category 1

Category 2

Category 3

Category 4

12. Are you informed about the action taken in view of your grievance?
A)
Yes
B)
No

Yes
No

respondent
26
24

Percentage
54
46

60
50
40
Series 1

30

Series 3
20
10
0
Category 1

Category 2

13.. Are there any discrepancies in handling the grievances in the organization?
A)
Always
B)
Sometimes
C)
Never

respondent
Always
Sometimes
Never

18
12
20

Percentage
65
15
20

40
35
30
25
Series 1

20

Series 3
15
10
5
0
Category 1

Category 2

Category 3

14.. Do you feel that present grievance handling policy of your organization is effective?
A)
Strongly agree
B)
Agree
C)
Neutral
D)
Disagree
respondent
Percentage
Strongly agree

15

25

agree

10

25

neutral

15

disagree

20

35

40
35
30
25
Series 1

20

Series 3
15
10
5
0
Category 1

Category 2

Category 3

Category 4

15.. The management has been making efforts to dispose off all grievances procedurally
with a view to ensure justice and satisfaction to the employees.
A)
Strongly agree
B)
Agree
C)
Neutral
D)
Disagree

respondent
Strongly agree
Agree
Neutral
Disagree

10
12
7
21

Percentage
20
25
15
40

30
25
20
Series 1

15

Series 3
10
5
0
Category 1

Category 2

Category 3

Category 4

16. Grievance redressal is one of the major components of job satisfaction.

A)
Strongly agree

B
Agree
C)
Neutral
D)

Disagree

strongly
agree
Neutral
disagree

Respondent
12
14
10
14

Percentage
25
35
15
25

30
25
20
Series 1

15

Series 3
10
5
0
Category 1

Category 2

Category 3

Category 4