INTRODUCTION

Human resources is the most important asset for any organisation . In competitive business world main part of activities is carried out by the employees in the organisation. A healthy workforce ensures increased efficiency and productivity for organisation.

Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, 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.

Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations.

This survey is an essential instruments that attempt to determine employees perception of working environment. There is a “Feel Good” quality that comes from asking employees how they feel. It feel good to employees and to management.

This survey is a specific method of collecting input from employees about their job-related grievances. The report that comes from from such a survey will identify both organisational strength and weakness.

INDUSTRY PROFILE

IN his paper read before the Institution of Petroleum Technologists on December 11, 1934, on the “Utilization of Paraffin Wax and Petroleum Ceresinâ, Mr. P. G. Higgs outlined the history of petroleum wax from its discovery in 1830 to its production on a commercial scale. Its use for a long time was restricted, since combustibility alone of all its useful properties was universally acknowledged as of market value. Time has shown, however, that paraffin wax can be used in cases where its characteristics of resistance to water, inertness, good electrical properties, etc., are invaluable. Thus to-day, apart from its chief function as an illuminant, it is employed, for example, as a proofing agent for porous materials, in the manufacture of waxed paper and paper boards, as an external coating to wooden receptacles for the preservation of foodstuffs, as an ingredient of polishes and in the electrical industry for insulating purposes. In addition, it is used in the form of an aqueous emulsion in the sizing of paper, as a size in the weaving of cotton, and as a glossing agent in the laundry trade. In chemistry, paraffin is a term that can be used synonymously with "alkane," indicating hydrocarbons with the general formula CnH2n+2. Paraffin wax refers to a mixture of alkanes that falls within the 20 ≤ n ≤ 40 range; they are found in the solid state at room temperature and begin to enter the liquid phase past approximately 37°C. The simplest paraffin molecule is that of methane, CH4, a gas at room temperature. Heavier members of the series, such as octane, C8H18, and mineral oil appear as liquids at room temperature. The solid forms of paraffin, called paraffin wax, are from the heaviest molecules from C20H42 to C40H82. Paraffin wax was identified by Carl Reichenbach in 1830.

Paraffin, or paraffin hydrocarbon, is also the technical name for an alkane in general, but in most cases it refers specifically to a linear, or normal alkane — whereas branched, or isoalkanes are also called isoparaffins. It is distinct from the fuel known in Ireland, Britain and South Africa as paraffin oil or just paraffin, which is called kerosene in most of the U.S., Canada, Australia and New Zealand. The name is derived from the Latin parum (= barely) + affinis with the meaning here of "lacking affinity", or "lacking reactivity".[2] This is because alkanes, being non-polar and lacking in functional groups, are very unreactive. Paraffin wax (or simply "paraffin", but see alternative name for kerosene, above) is mostly found as a white, odorless, tasteless, waxy solid, with a typical melting point between about 47 °C and 64 °C ( 117°F to 147°F), and having a density of around 0.9 g/cm. It is insoluble in water, but soluble in ether, benzene, and certain esters. Paraffin is unaffected by most common chemical reagents, but burns readily. Pure paraffin wax is an excellent electrical insulator, with an electrical resistivity of between 10 and 10 ohm metre. This is better than nearly all other materials except some plastics (notably teflon). It is an effective neutron moderator and was used in James Chadwick's 1932 experiments to identify the neutron. Paraffin wax (C25H52) is an excellent material to store heat, having a specific heat capacity of 2.14–2.9 J g−1 K−1 (joule per gram per kelvin) and a heat of fusion of 200–220 J g−1. This property is exploited in modified drywall for home building material: it is infused in the drywall during manufacture so that, when installed, it melts during the day, absorbing heat, and solidifies again at night, releasing the heat. Paraffin wax phase change cooling coupled with retractable radiators was used to cool the electronics of the Lunar Rover. Wax expands considerably when it melts and this allows its use in thermostats for industrial, domestic and, particularly, automobile purposes. In industrial applications, it is often useful to modify the crystal properties of the paraffin wax, typically by adding branching to the existing carbon backbone chain. The modification is usually done with additives, such as EVA copolymers, microcrystalline wax, or forms of polyethylene. The branched properties result in a modified paraffin with a higher viscosity, smaller crystalline structure, and modified functional properties. Pure paraffin wax is rarely used for carving original models for casting metal and other materials in the lost wax process, as it is relatively brittle at room temperature and presents the risks of chipping and breakage when worked. Soft and pliable waxes, like beeswax, may be preferred for such sculpture, but "investment casting waxes," often paraffin-based, are expressly formulated for the purpose.

COMPANY PROFILE

Mehta industry, a sivakasi based company was established in the year 1992. Under the able headship of our mentor, Mr.R.M Mehta, we have grown in leaps and bounds in the paraffin wax industry. With his industrious efforts, we have achieved specialization in supplying of Paraffin candle Wax, Paraffin Treatment Wax etc.
QUALITY
`We ensure that the quality of the products we supply is optimal and without any defects. We have a team of quality exporters which stringently checks the products for their quality before accepting them from our sources.

NETWORK We have a well built up network from which we can source the best quality products. We have a large network of clientele as well which rely upon us for the high quality standards that we provide.

MISSION The ultimate goal of our company is to make a position for itself on the top. Our company endeavors to reach the heights of success by making constant efforts in improving our working standards. We strive hard to provide the best quality products to our customers.

We at each stage i.e. from taking orders to delivery of products, take special care of the quality of products for the satisfaction of our clients. We have well known clients in the domestic market who completely bestow their trust in us. We also provide reliable services by delivering the products on time and just according to the needs of the customers. Further, we have carved a niche for ourselves as one of the supreme suppliers in India.

WAREHOUSE
To meet small and bulk orders within the stipulated time frame, we are backed by a huge warehouse. Our spacious warehouse is well equipped with all the essential facilities that provide a favorable environment to the paraffin wax.

APPLICATION
Our paraffin wax in widely used in various sectors like: • Candle • Emulsion • Pharmaceuticals • Crayons • Paper Coatings • Rubber Coatings • Cable Coatings • Petroleum Jelly • Textile

OBJECTIVES OF THE STUDY

Primary objectives:

• To study about the perception of the workers on grievance and redressal of the company.

• To find out the consequences of the grievances and redressal in this esteemed organisation.

Secondary objectives:

• To find out causes and symptoms of grievances.

• To study the harmful outcomes due to grievances.

• To find out the strategies to overcome the grievances.

• Give valuable suggestions and recommendation in order to enrich the present level of work enviornment in the company.

NEED FOR THE STUDY

• The study is find out the the general feeling of each employee about the company and the work enviornment existing in MEHTA INDUSTRIES PVT LTD.

• To know the adverse effect on a person in both physiologically and psychologically with regards to grievances. It will reduces the employee performance and attitute towards their job and which will bring down the industry performance.

• To solve the grievances necessary action should be taken to examine the reasons and ensure the steps are taken

SCOPE OF THE STUDY

• It provides management with employee feedback (Both positive and negative) on the internal health of the organisation to be used to motivate employees and improve job satisfaction

• It allows the organisation to focus on employee need.

• It measures the impact of current programs polices and procedures.

LIMITATIONS

• This study is limited only to MEHTA INDUSTRIES PVT LTD at Sivakasi.

• This study involves questionnaire techniques the response may be disordered later.

• Time constraints is also one of the important limitation factor for collection information from employees.

• Even though the survey was administered by outside organisation, it is likely that some employees were still concerned about the confidentiality of responses.

• This study was conducted as part of an academic curriculum, hence it as completed with in the stipulated time period.

REVIEW OF LITERATURE:

In a labor union, a grievance is the subject of a complaint filed by an employee to be resolved by procedures provided in the union contract. Such a grievance may arise from an alleged violation of the collective bargaining agreement, or violations of law, such as workplace safety regulations... Ordinarily, unionized 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. Typically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he or she has filed a grievance or not. The difference between a grievance and a complaint, in the unionized workplace, is whether the subject matter relates to the collective bargaining agreement.
A serious grievance may lead to a strike action.
DEFINITION:
1. Law: (1) Injury, injustice, or wrong that affords reason for resistance or a formal expression as a complaint. (2) The complaint itself.
2. HR: Specific complaint or formal notice of employee dissatisfaction related to adequacy of pay, job requirements, work conditions, other aspects of employment, or an alleged violation of a collective bargaining agreement.
CAUSES OF GRIEVANCES: Grievances generally arise form the day-do-day working relations in the undertaking, usually a worker or trade union protest against an act or omission or management that is considered to violate worker's rights. Grievances typically arise on such questions as discipline and dismissal, the payment of wages and other fringe benefits, working time, over-time and time-off entitlements, promotions, demotion and transfer, rights deriving form seniority rights of supervisors and union officers, job classification problems, the relationships of works rules to the collective agreement and the fulfillment of obligations relating to safety and health laid down in the agreement. Such grievances, if not dealt with in accordance with a procedure that secures the respect of the parties, can result in embitterment of the working relationship an a climate of industrialstrife.

In large undertakings, a common type of grievance procedure involves successive steps at different levels, a workers' grievance being first discussed with the immediate supervisor, and then if no solution is found with higher levels of management. The number of levels and steps in the procedure usually increases with the size of the undertaking. Sometimes, when an important question of principle, which would involve a number of workers, is concerned the matter may go directly to a higher level of management. Under some procedures, bipartite or joint grievance committees within the undertaking hear grievances when they have been considered at lower levels at a number of earlier stages in the procedure. A settlement reached jointly by the worker and management representatives at any level is also deemed to be settle if an appeal is not lodged at the next highest level within a given time.

TYPES OF GRIEVANCES: A.The INDIVIDUAL grievance, as the name indicates, involves a single individual in the grievance procedure. the following example could constitute grounds to write an individual grievance:
Example:
Mary Jones was underpaid $5.15 when a deduction was taken for life insurance for her spouse even though the spouse expired last month. Employer refused to adjust. B. The GROUP grievance, as the name indicates, involves two or more individuals. In a situation involving a group grievance, the Grievance Handler should try to get everyone in the bargaining unit within their jurisdiction (groups, departments, etc.) to sign the grievance. This is especially true in cases of "Production Standards" or "Speedup" grievances under the Grievance Handler's jurisdiction, where ALL of the workers involved should sign the grievance. The following example could constitute grounds for a group grievance:
Example:
Maintenance engineers received an upgrade in classification and in pay. The increase was not in their last pay cheque. C. The POLICY grievance is much broader in scope than either the individual or the group grievance. Policy grievances may involve several departments within the bargaining unit structure. As such, they may effect more than one or two workers; they effect several such workers, even the entire workplace. Policy grievances may include new jobs, new classifications, new wage rates, mutual understandings and past practices (union practices) that have been in effect a long time. They may include working conditions, employer concessions, workable practices that exist in departments, offices, and other areas of the union's jurisdiction. Policy grievances are the responsibility of the grievance committee rather than of the individual Grievance Handler in the workplace, because it may affect other workers in the union beyond those whom the Grievance Handler represents. The following example could constitute grounds for a policy grievance:
Example:
The annual improvement factor was to be paid on the first of the month. management did not pay on the first week, but instead, the second week.
There may be combinations of the three basic kinds of grievances referred to above. These are the individual-policy grievance and the group-policy grievance. By such combinations of grievances, we merely mean that a policy grievance can affect a single individual, or it may affect an entire group of people. By the same token, by the fact that it is a policy grievance, it may cross over work groups, departmental lines, and even the entire work place.
GRIEVANCE REDRESSAL PROCEDURE: SCCL has formulated a Grievance Redressal Mechanism for its employees, advising the officers from time to time to put in their best efforts, to examine the grievances submitted by the workmen in a better manner at different stages and redress the grievances expeditiously. The genuine grievances of the workmen are attended to by the managerial personnel in a well established manner and this procedure i.e. Grievance Redresseal Procedure is followed at 3 levels for prompt action.
AIMS & OBJECTIVES: To provide the employees an easy and readily accessible machinery for prompt disposal of their day to day Grievances.
NATURE OF GRIEVANCES THAT FALL FOR REDRESSAL UNDER GRIEVANCE PROCEDURE: Complaints affecting one or more individual workers in respect of their – wage, payment of overtime wages, bonus, railway fare (LTC/LLTC), leave, transfer, promotions, increments seniority, work assignment, working conditions, hours of employment, output of workmen (work load), training and settlement of terminal benefits.
DIFFERENT STAGES FOR REDRESSAL OF GRIEVANCES, PROVIDED FOR UNDER COMPANY’S GRIEVANCE REDRESSAL PROCEDURE:
FIRST STAGE (MINE/DEPARTMENT LEVEL): The aggrieved employee shall represent his grievance either in person or in writing to the Welfare Officer or any other Officer in the Mine/Dept, which should be acknowledged. A written reply should be sent to the worker under the signature of the Manager/HoD within 10 days.
SECOND STAGE (AREA LEVEL): If the employee is not satisfied, he may request the Manager/HoD to forward his Grievance to the Grievance Committee constituted at Area level which consists of –
|MANAGEMENT REPRESENTATIVES | WORKMENREPRESENTATIVES |
|a) General Manager of the Area |a) One permanent member nominated by the Recognised Trade |
|b) Manager/HOD |Union of the Area OR in his absence, a representative duly |
|c) Area Personnel Dept. Head |authorised by the said Union. |
| (Member Secretary) |b) A representative of the Registered Trade Union OR a |
| |co-worker of the worker’s choice. |

The recommendations of the Grievance Committee shall be communicated to the concerned workmen within 10 days. A copy of the minutes of the Grievance Committee meeting may be supplied to the Representative of the Recognised Union.
THIRD STAGE (APPELLATE AUTHORITY – CORPORATE LEVEL): If the employee is not satisfied with the reply given by the Grievance Committee at Area level, he can represent the matter to the Director (P,A&W) at Corporate level.
The representation will be disposed of within 15 days.
All the officers are requested to put in their best efforts to examine and redress the genuine grievance submitted by workmen at different stages expeditiously.
PRECAUTIONS AND PRESCRIPTIONS

The 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 quiet place to meet with the complainant.

2. Always ensure that managers have adequate time to be devoted to the complainant.

3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure.

4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of.

5. Try to let employee present their issues without prejudging or commenting

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system.

7. Do remain calm, cool, collected during the course of the meeting.

8. Always focus on the subject of the grievance than allied issues.

9. Don't make threats manage the grievances.

10. Never make use of allegations against personalities.

11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance.

12. Don't become angry, belligerent, or hostile during grievance handling procedure.

13. Do listen for the main point of arguments and any possible avenue to resolve the grievance.

14. Listen and respond sensitively to any distress exhibited by the employees.

15. Eliminating the source of the irritation or discomfort being complained of.

16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible.

17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits.

18. Avoid usage of verbosisms like "it will be taken care of."

19. Ensure effective, sensitive and confidential communication between all involved.

20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised.

21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest.

22. All parties are heard and those who have had complaints made against others are given an opportunity to respond.

23. Try to look upon the problem on different angles for appropriate understanding.

24. Ensuring that there is proper investigation of the facts and figures related the problem under concern.

25. Consider all relevant information in the investigation process.

26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome.

27. Be aware of the limits of authority of the person who involved in the grievance handling procedures.

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

29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen.

30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate.

31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor.

32. Try the level best to involve team members to resolve the crisis at unit level itself.

33. Avoid as far as possible the union involvement in conflict resolution situation process.

RESEARCH METHODOLOGY

AIM OF THE STUDY:

A study on employee grievances and redressal in MEHTA INDUSTRIES pvt ltd. The main part of the survey is concentrated on employee grievances and redressal.

RESEARCH DESIGN:

Research design is conceptual structure with in which research is conducted. Its is the arrangement of condition for collecting and analysis of data is a manner that aims to combine relevance to the research purpose with economy is procedure.

Different types of research design have emerged on account of the different perpectives from which the research study can be viewed. The objective of descriptive research was understand the expections of employees in order to design the problem of investigation and to formulate hypothesis and to determine the priorities of the future research.

SOURCES OF DATA:

After identifying and defining the problem and the specific information required to solve the problem, the next step is to look for the type and source of data which will yield the desired result.

There are two types of data that a researcher can collect, one is primary data and other is secondary data, and sometimes both are collected

PRIMARY DATA:

The primary data consist of original and authenticated information. The study objectives and information inputs required for the study necessiated the collection of primary data. It forms the major part of the study. The process of collecting data from the respondents directly from the field of study is called primary data. Questionnaire was circulated to collect data from employees.

SECONDARY DATA:

To suppliment the primary data, secondary data was required. This was obtained from company records and from various books on subject matter.

AREA OF SAMPLE:

The study was conducted on the employees of Mehta industries pvt ltd in various department and different levels of employees.

SAMPLE SIZE:

A sample size of 120 was selected for this study that includes both male and female employees in the organisation.

SAMPLE DESIGN:

The sampling technique used in this study is convenience sampling method. This method is also called as the method of chance selection. Each and every item of population has equal chance to be included in the sample.

TOOLS FOR DATA COLLECTION:

The questions are arranged logical sequence. The questionnaire consists of a variety of questions presented to the employees for the response. Dichotomous questions, multiple choice questions, rating scale questions were used in constructing questionnaire.

STATISTICAL TOOLS:

(1) Chi-square analysis

(2) Percentage method

(3) Weighted average method

PROCEDURE FOR CHI-SQUARE TEST:

The χ2 test is one of the simplest and widely used non paramentric testsin statistical work. The symbol χ2 is the greek letter ‘chi’. The χ2 test was used by learl pearson. It is defined as

χ2 = ∑(O-E)2

---------

E

O ( Observed frequency

E ( Expected frequency

The quality χ2 described the magnitude of discerpancy between theory and observation. The calculated value or χ2 is compared with the table value of χ2 for given degrees of freedom at a certain specified level of χ2 is more than the table value of χ2 is considered to be significant. If on the othern hand the calculated value is less than the table.

Value is less than the table value, the different beween theory and observation is not considered as significant. It was used to find out the association between demographic variables.

PROCEDURE FOR PERCENTAGE METHOD:

The simple percentage refers to special kind of ratio in making comparison between two or more data and to describe relationship. Percentage can also be used to compare the relatives terms, the distribution of two or more series of data.

Percentage = No. Of respondents for the each response

---------------------------------------------------------- x 100

Total no. Of respondents

PROCEDURE FOR WEIGHTED AVERAGE METHOD:

Weighted average = ∑WiXi

---------

∑Wi

DATA ANALYSIS AND INTERPRETATION

TABLE:1

THE GENDER PROFILE OF RESPONDENTS

|S.No |GENDER |NO. OF RESPONDENTS |PERCENTAGE |
|1 |MALE |79 |66 |
|2 |FEMALE |41 |34 |
| |TOTAL |120 |100 |
| | | | |

INFERENCE:

This table shows the gender of employees working in the organisation.

66% of the respondents are MALE

34% of the respondents are FEMALE

TABLE:2

THE AGE PROFILE OF RESPONDENTS

|S.No |AGE GROUP |NO.OF RESPONDENTS |PERCENTAGE |
|1 |BELOW 25 |15 |13 |
|2 |25-35 |23 |18 |
|3 |36-45 |43 |36 |
|4 |ABOVE 46 |39 |33 |
| |TOTAL |120 |100 |

INFERENCE:

The above table shows that 36% of the respondents are in the age group of 36-45yrs, 33% of the respondents are in the age group of above 46, 18% of the respondents are in the age group of 25-35 and only 13% of the respondents are in the age group of below 25 years.

TABLE:3

WORKING EXPERIENCE OF RESPONDENTS

|S.No |EXPERIENCE |NO.OF RESPONDENTS |PERCENTAGE |
|1 |BELOW 3 YRS |37 |31 |
|2 |3-6 YRS |36 |30 |
|3 |ABOVE 6 YRS |47 |39 |
| |TOTAL |120 |100 |

INFERENCE:

The above table shows that out of total population 39% of employees having work experiences of above 6yrs, 31% of employees have below 3 yrs of work experiences and 30% of employees have 3-6yrs of work experiences.

TABLE:4

CAUSES OF STRESS

|S.No |PARAMETERS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |HEAVY WORKLOAD |25 |21 |
|2 |DEADLINES |37 |31 |
|3 |SUPERVISOR INTERFERENCE |46 |38 |
|4 |WORK TIMING |12 |10 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 38% of employees are facing stress due to supervisor interference. Whereas 21%,31%,10% of respondents are facing stress due to heavy workload,meeting deadlines and work timing respectively.

TABLE:5

OVERCOMING OF STRESS

|S.No |PARAMETRES |NO.OF RESPONDENTS |PERCENTAGE |
|1 |GO OUT FOR RELAXATION |38 |31 |
|2 |SIMPLY CHATTING |27 |23 |
|3 |REFRESHMENT |42 |35 |
|4 |CONCENTRATING ON WORK |13 |11 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 35% of employees overcome their stress by going for refreshment,31% of employees go for relaxation, 23 % of employees involved in chatting and 11% of employees concentrate only on work.

TABLE:6

LEVEL OF SATISFACTION IN WORKING ENVIORNMENT OF THE COMPANY

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |HIGHLY SATISFIED |18 |15 |
|2 |SATISFIED |57 |48 |
|3 |NEUTRAL |35 |29 |
| 4 |DISSATISFIED |10 |8 |
|5 |HIGHLY DISSATISFIED |0 |0 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 48% of employees are satisfied with the working enviornment, 29% of employees are having neutral feeling with the working environment, 15% of employees are highly satisfied, whereas 8% of employees are dissatisfied with the working envoirnment.

TABLE:7

KNOWLEDGE AND SKILL MATCH THEIR JOB ASSIGNMENT

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |STRONGLY AGREE |28 |23 |
|2 |AGREE |67 |56 |
|3 |DISAGREE |15 |13 |
|4 |STRONGLY DISAGREE |10 |5 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 56% of employees agree that their knowlegde and skill match their job, 23% of employees strongly agree with the statement, 13% and 5% of employees disagree and strongly diagree with the same statement.

TABLE:8

LACK OF RESOURCES FOR MEETING THE JOB REQUIREMENT:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |STRONGLY AGREE |7 |6 |
|2 |AGREE |9 |8 |
|3 |DISAGREE |73 |61 |
|4 |STRONGLY DISAGREE |31 |25 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 61% and 25% of employees are disagree and strongly disagree with statement respectively. Whereas 8% anh 6% of employees are agree and strongly agree that there is a lack of resources for meeting the job requirement.

TABLE:9

APPRAISAL IS ACCORDING TO YOUR PERFORMANCE:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |STRONGLY AGREE |32 |27 |
|2 |AGREE |51 |43 |
|3 |DISAGREE |24 |19 |
|4 |STRONGLY DISAGREE |13 |11 |
| |TOTAL |120 |100 |

INFERENCE:

This table shows that 43% of employees agree that the appraisal is done by company is according to their performance, 27% of employees strongly agree the statement, whereas 19% and 11% of employees disagree and strongly disagree the statement respectively.

TABLE:10

ORGANISATION POLICIES FOLLOWED IN THE COMPANY BY EMPLOYEES

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |LARGE EXTEND |18 |15 |
|2 |CONSIDERABLE EXTEND |59 |49 |
|3 |LITTLE EXTEND |37 |31 |
|4 |NOT AT ALL AWARE |6 |5 |
| | TOTAL |120 |100 |

INFERENCE:

From the above table 49% of employees follows organisation policies to a considerable extend, 31% of employees follows organisation policies to a little extend, 15% of employees follows organisation policies to a large extend and 5% of employees are not at all aware of organisation policies.

TABLE:11

LEVEL OF SATISFACTION IN LEAVE POLICY:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |HIGHLY SATISFIED |15 |13 |
|2 |SATISFIED |28 |23 |
|3 |NEUTRAL |59 |49 |
|4 |DISSATISFIED |12 |10 |
|5 |HIGHLY DISSATISFIED |6 |5 |
| |TOTAL |120 |100 |

INFERENCE:

From this table 49% of employees are having neutral feeling with the leave policy, 23 % of employees are satisfied with the leave policy, 13% of employees are highly satisfied, whereas 10% and 5% of employees are dissatisfied and highly dissatisfied with the leave policy.

TABLE:12

AWARENESS ABOUT THE GRIEVANCES HANDLING PROCEDURE:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |LARGE EXTEND |15 |13 |
|2 |CONSIDERABLE EXTEND |63 |52 |
|3 |LITTLE EXTEND |32 |27 |
|4 |NOT AT ALL AWARE |10 |8 |
| |TOTAL |120 |100 |

INFERENCE:

From above table 52% of employees are aware of grievances handling procedure to considerable extend, 27% of employees are aware of grievances handling procedure to a little extend, 13% of employees are aware of grievances handling procedure to a large extend, 8% of employees are not at all aware about company’s grievances handling procedure.

TABLE:13

GRIEVANCES ARE FIRST INFORMED TO:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |SUPERVISOR |73 |61 |
|2 |FUNCTIONAL HEAD |21 |18 |
|3 |HR MANAGER |17 |14 |
|4 |GENERAL MANAGER |9 |7 |
| |TOTAL |120 |100 |

INFERENCE:

From this table 61% of employees are informing their grievances to supervisor, 18% of employees are informing their grievances to functional head, 14% of employees are informing hr manager and 7% of employees are general manager.

TABLE:14

GRIEVANCES USUALLY EXPRESSED IN:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |WRITTEN REPORT |32 |27 |
|2 |VERBALLY |60 |50 |
|3 |BOTH |28 |23 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 50% of employees ususally express in verbally, 27% of employees express their grievances in written report, whereas 23% of employees express in both ways.

TABLE:15

FACTORS THAT CAUSES GRIEVANCES:

|S.No |PARAMETRES |NO.OF RESPONDENTS |PERCENTAGE |
|1 |POOR RAPPORT WITH SUPERVISOR |20 |17 |
|2 |SUB ORDINATE RELATIONSHIP |39 |32 |
|3 |APPRAISAL |50 |42 |
|4 |MENTAL AND HEALTH PROBLEM |11 |9 |
| |TOTAL |120 |100 |

INFERENCE:

From this table 42% of employees think that appraisal is the factors which causes grievances, 32% of employees think that sub-ordinate relationship is the factor which causes grievances, 17% and 9% of employees think that grievances is caused by poor rapport with supervisor and mental and health problem respectively.

TABLE:16

LEVEL OF SATISFACTION WITH REGARDS TO GRIEVANCES HANDLING SYSTEM:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
| |HIGHLY SATISFIED |28 |24 |
| |SATISFIED |31 |26 |
| |NEUTRAL |53 |44 |
| |DISSATISFIED |5 |4 |
| |HIGHLY DISSATISFIED |3 |2 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 44% of employees are having neutral feeling with grievances handling system, 26% and 24% of employees are satisfied and highly satisfied with grievances handling system respectively, whereas 4% and 2% of employees are dissatisfied and highly dissatisfied with grievances handling system.

TABLE:17

EFFECTIVENESS OF OVERALL GRIEVANCES HANDLING PROCEDURE:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |EXCELLENT |16 |13 |
|2 |GOOD |59 |49 |
|3 |FAIR |34 |29 |
|4 |POOR |11 |9 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table 49% of employees are feeling good about the grievances handling procedure, 29% of employees are feeling fair, 13% of employees are feeling excellent about the grievances handling procedure, whereas 9% of employees are feeling poor about grievances handling procedure.

TABLE :18

SOLUTION FOR GRIEVANCES:

|S.No |PARTICULARS |NO.OF RESPONDENTS |PERCENTAGE |
|1 |JOINTLY WORK OUT THE SOLUTION |70 |58 |
|2 |STICK ONTO YOUR OWN WISHES |17 |14 |
|3 |BRING THIRD PARTY INTO PICTURE |33 |28 |
| |TOTAL |120 |100 |

INFERENCE:

From the above table, it is found that majority of respondents prefers jointly work out the solution, 28% of respondents prefers to bring third party into picture, whereas 14% of employees stick onto their own wish.

TABLE:19

EMPLOYEES FEEDBACK AND SUGGESTION ARE TAKEN IN TO CONIDERATION:

|S.No |OPTION |NO.OF RESPONDENTS |PERCENTAGE |
|1 |YES |42 |35 |
|2 |NO |78 |65 |
| |TOTAL |120 |120 |

INFERENCE:

From this table 65% of employees think that their feedback and suggestion are not taken into consideration, whereas 35% of employees think that their feedback and suggestion are taken in to consideration.

CHART 1:

GENDER PROFILE:

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CHART 2:

AGE PROFILE:

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CHART 3:

WORKING EXPERIENCES:

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CHART 4:

CAUSES OF STRESS:

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CHART 5:

OVERCOME OF STRESS:

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CHART 6:

LEVEL OF SATISFACTION IN WORKING ENVIORNMENT:

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CHART 7:

KNOWLEDGE AND SKILL MATCH THEIR JOB ASSIGNMENT:

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CHART 8:

APPRAISAL IS ACCORDING TO YOUR PERFORMANCE:

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CHART 9:

ORGANISATION POLICIES FOLLOWED IN THE COMPANY:

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CHART 10:

AWARENESS ABOUT THE GRIEVANCES HANDLING PROCEDURE:

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CHART 11:
GRIEVANCES USUALLY EXPRESSED IN:

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CHART 12:

FACTORS THAT CAUSES GRIEVANCES:

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CHART:13

LEVEL OF SATISFACTION WITH REGARDS TO GRIEVANCES HANDLING SYSTEM:

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CHART:14

EFFECTIVENESS OF OVERALL GRIEVANCES HANDLING PROCEDURE:

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CHART 14

SOLUTION FOR GRIEVANCES:

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CHART:15
EMPLOYEES FEEDBACK AND SUGGESTION ARE TAKEN IN TO CONIDERATION:

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CHI SQUARE TEST

TO DETERMINE THE RELATIONSHIP BETWEEN THE AGE AND OVERALL GRIEVANCE PROCEDURE FOLLOWED IN MEHTA INDUSTRIES:

Null hypothesis (H0): There is no significant relationship exist between age and overall grievance procedures.

Alternate hypothesis(H1): There is significant relationship exist between age and overall grievances procedures.

| AGE |BELOW 25 |25-35 |36-45 |ABOVE 46 |TOTAL |
|GRIEV | | | | | |
|-ANCES | | | | | |
|PROCEDURE | | | | | |
|GOOD |7 |10 |17 |25 |59 |
|FAIR |5 |7 |16 |6 |34 |
|POOR |1 |3 |4 |3 |11 |
|TOTAL |15 |23 |43 |39 |120 |

FORMULA:

EXPECTED FREQUENCY(E) = ROW TOTAL * COLUMN TOTAL

-----------------------------------------------

GRAND TOTAL

TABLE:

| AGE |BELOW 25 |25-35 |36-45 |ABOVE 46 |
|GRIEV | | | | |
|-ANCES | | | | |
|PROCEDURE | | | | |
|EXCELLENT |2 |3.06 |5.7 |5.2 |
|GOOD |7.37 |11.3 |21.14 |19.17 |
|FAIR |4.25 |6.5 |12.18 |11.05 |
|POOR |1.37 |2.11 |3.94 |3.57 |

|O |E |(O-E) |(O-E)2 |(O-E)2/E |
|2 |2 |0 |0 |0 |
|7 |7.37 |-0.37 |0.14 |0.02 |
|5 |4.25 |0.75 |0.56 |0.13 |
|1 |1.37 |-0.37 |0.14 |0.10 |
|3 |3.06 |-0.06 |0.004 |0.001 |
|10 |11.3 |-1.3 |1.69 |0.15 |
|7 |6.5 |0.5 |0.25 |0.04 |
|3 |2.11 |0.89 |0.79 |0.37 |
|6 |5.7 |0.3 |0.09 |0.02 |
|17 |21.14 |-4.14 |17.14 |0.81 |
|16 |12.18 |-3.82 |14.59 |1.19 |
|4 |3.94 |0.06 |0.004 |0.001 |
|5 |5.2 |-0.2 |0.04 |0.008 |
|25 |19.17 |5.83 |33.99 |1.77 |
|6 |11.05 |-5.05 |25.50 |2.31 |
|3 |3.57 |-0.57 |0.32 |0.09 |
| | | |TOTAL |7.01 |

CALCULATED VALUE = ∑(O-E)2/E

= 7.01

DEGREE OF FREEDOM =(R-1)(C-1)

TABULATED VALUE =16.919

RESULT

Since tabulated value is greated than calculated value we accept H0. Therefore, there is no significant relationship exist between age and overall grievance procedures.

WEIGHTED AVERAGE METHOD

TO DETERMINE RATING PROVIDED BY RESPONDENTS FOR SATISFACTION LEVEL USING WEIGHTED AVERAGE METHOD:

Computation of weighted average for level of satisfaction of employees in various factors

|Rating of |Weights |Company working |Leave policy|Grievance handling|WiX1 |WiX2 |WiX3 |
|satisfaction level |(Wi) |enviornment | |system | | | |
|highly satisfied |5 |18 |15 |28 |90 |75 |140 |
|Satisfied |4 |57 |28 |31 |228 |112 |124 |
|Neutral |3 |35 |59 |53 |105 |177 |159 |
|Dissatisfied |2 |10 |12 |5 |20 |24 |10 |
|Highly dissatisfied |1 |0 |6 |3 |0 |6 |3 |
|Total |15 |120 |120 |120 |443 |394 |436 |
|Weighted average = ∑WiXi/∑Wi |3.69 |3.3 |3.63 |
|Rank |1 |3 |2 |

Interpretation

From the computation we can interpret that level of satisfaction among the employees are more in companies working enviornment.

FINDINGS

• From the study it clear that 38% of employees are facing stress due to supervisor interference. Whereas 21%,31%,10% of respondents are facing stress due to heavy workload,meeting deadlines and work timing respectively

• 35% of employees overcome their stress by going for refreshment,31% of employees go for relaxation, 23 % of employees involved in chatting and 11% of employees concentrate only on work.

• 48% of employees are satisfied with the working enviornment, 29% of employees are having neutral feeling with the working environment, 15% of employees are highly satisfied, whereas 8% of employees are dissatisfied with the working envoirnment.

• 56% of employees agree that their knowlegde and skill match their job, 23% of employees strongly agree with the statement, 13% and 5% of employees disagree and strongly diagree with the same statement

• 61% and 25% of employees are disagree and strongly disagree with statement respectively. Whereas 8% anh 6% of employees are agree and strongly agree that there is a lack of resources for meeting the job requirement.

• 43% of employees agree that the appraisal is done by company is according to their performance, 27% of employees strongly agree the statement, whereas 19% and 11% of employees disagree and strongly disagree the statement respectively

• 49% of employees follows organisation policies to a considerable extend, 31% of employees follows organisation policies to a little extend, 15% of employees follows organisation policies to a large extend and 5% of employees are not at all aware of organisation policies.

• 49% of employees are having neutral feeling with the leave policy, 23 % of employees are satisfied with the leave policy, 13% of employees are highly satisfied, whereas 10% and 5% of employees are dissatisfied and highly dissatisfied with the leave policy.

• 52% of employees are aware of grievances handling procedure to considerable extend, 27% of employees are aware of grievances handling procedure to a little extend, 13% of employees are aware of grievances handling procedure to a large extend, 8% of employees are not at all aware about company’s grievances handling procedure.

• 61% of employees are informing their grievances to supervisor, 18% of employees are informing their grievances to functional head, 14% of employees are informing hr manager and 7% of employees are general manager.

• 50% of employees ususally express in verbally, 27% of employees express their grievances in written report, whereas 23% of employees express in both ways.

• 42% of employees think that appraisal is the factors which causes grievances, 32% of employees think that sub-ordinate relationship is the factor which causes grievances, 17% and 9% of employees think that grievances is caused by poor rapport with supervisor and mental and health problem respectively.

• 44% of employees are having neutral feeling with grievances handling system, 26% and 24% of employees are satisfied and highly satisfied with grievances handling system respectively, whereas 4% and 2% of employees are dissatisfied and highly dissatisfied with grievances handling system.

• 49% of employees are feeling good about the grievances handling procedure, 29% of employees are feeling fair, 13% of employees are feeling excellent about the grievances handling procedure, whereas 9% of employees are feeling poor about grievances handling procedure.

• It is found that 58% majority of respondents prefers jointly work out the solution, 28% of respondents prefers to bring third party into picture, whereas 14% of employees stick onto their own wish.

• 65% of employees think that their feedback and suggestion are not taken into consideration, whereas 35% of employees think that their feedback and suggestion are taken in to consideration.

SUGGESTIONS

• The employee greivances level can be reduced by adopting good work enviornment.

• Employees must concentrate on techniques needed to reduce the grievances.

• Employee must given more interaction with supervisor and training should be given in order to have the proper knowledge about machinery and technology.

• Comments from supervisor leads employee to stress this may result in poor performance. Comments from supervisor is important but it should not affect the employee.

• Employees need some reward for their performance.

• Improvement in overcoming the conflict and misunderstanding is needed

• More conceration is needed in taking the preventive measures for grievances.

• Some improvement is needed in factors that reduces the grievances, more relaxation games can be conducted.

CONCLUSION

This study to help to know the grievances of the employee and redressal. This survey would help the management to identify the problematic areas to resolve where the problem arises and to solve it.

The analysis of the data collected identified the grievances and redressal measures taken, causes of stress, overcoming stress, and other highligted areas can be overcome easily. The study also helps the management to know the grievances of employees.

Management allows employee to express their feeling. They have freedom to plan organize and control becauses of freedom given by the management they can able to express their views and the grievances is been rectified.

It is difficult for the company to plan the needs to reduce the grievances and various resolution technique to reduce the grievances in a effective manner such that the grievances managed and overcome in an effective manner.

I wish to conclude my project work at Mehta industries pvt ltd. I record here with the great pleasure that this project work is benefit to me and I was able to derive maximum knowledge about the practical aspects of this subject.

BIBLIOGRAPHY

1. Human resouces management,L.M Prasad, Himalaya Publication Second Edition -2005

2. Research Methodology, C.R. Kothari, New Age Internation limited, 2008 edition

3. Human Resource Development, P.C. Tripathi, Sultan Chand & Sons, 2006

WEB SITE

www.hrbeam.com

www.questionpro.com

www.hrresearch.com

www.wikipedia.com

www.freemba.in

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