Grasim Report

A PROJECT REPORT

ON

THE GRIEVANCE REDRESSAL PROCEDURE

GRASIM INDUSTRIES LIMITED (SFD),

NAGDA (M.P.)

SUBMITTED TO: - SUBMITTED BY:-

MR. GAUTAM MUKHERJEE RAHUL PATIL

HR HEAD RITIKA PANCHAL

GRASIM (SFD), NAGDA ANSHU SINGH

M.B.A. III SEM.

C.I.T.M. INDORE

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CERTIFICATE

This is to certify that the above declaration made by the candidates is correct to

the best of my knowledge and belief.

PLACE: MR. AJAY JAIN

GRASIM INDUSTRIES LIMITED AGM, IR

NAGDA (M.P.) GRASIM INDUSTRIES LIMITED

DATE: NAGDA (M.P.)

/01/2010

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ACKNOWLEGMENT

First and foremost we would like to express our sincere gratitude to our project guide Mr. Ajay Jain and Mr. Uday Kunte.

We are privileged to experience a sustained enthusiastic and involved interest from their side.

This sue led our enthusiasm even further and encouraged us to boldly step in to what was a totally dark and unexplored expanse before us.

Last but not least, we would like thank to the Mr. Jagannath Prasad (GM,IR), Mr. B.M. Ojha, Mr. O.P. Rai , Mr N.K. Goyanka, all staff members and company.

In general, for extending a helping hand at every juncture of need.

ANSHU SINGH

RITIKA PANCHAL

RAHUL PATIL

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CONTENTS

CHAPTER 1: INTRODUCTION OF COMPANY

CHAPTER2: SUBJECT INTRODUCTION

CHAPTER 3: PROCEDURE

CHAPTER 4: ANALYSIS OF FACTS

CHAPTER 5: CONCLUSIONS AND SUGESSTIONS

CHAPTER 6: REFERENCES

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CHAPTER 1

INTRODUCTION OF THE COMPANY

ABOUT THE COMPANY

The Aditya Birla group has an impressive presence globally in 25 countries in various sectors ranging from pulp and fibre, cement, metal, chemical to telecom, insurance, retail, etc.

Aditya Birla group is the world’s largest producer of VSF. The aditya Birla group is the 11 largest cement producer in the world and 7 largest in Asia.

Grasim was incorporated on 25 august 1947, exactly 10 days after India achieved independence. Grasim industries limited is a unit of the world renowned aditya Birla group, one of India’s leading corporate citizens with a turnover exceeding Rs.20,432 Corers . Of this, the VSF business’s contribution is 15%.

Under pulp and fibre business, Grasim have units on 6 locations (3 in India and 3 in other countries). Their staple fibre division at Nagda is the first viscose fibre producer in India. Nagda plant is established in the year 1952 and production started in Feb. 1954 .that is 2 machines were installed with a capacity of 15 tons per day. Presently they have 11 machines and production capacity is about 435 tons per day. Overall the capacity of producing fibre by the business is around 1930 tons per day.

VISCOSE STAPLE FIBRE

Grasim is India’s pioneer in viscose staple fibre, a man made, and biodegradable fibre with a characterstictics akin of cotton. As extremely versatile and easily bendable fibre, VSF is widely used in apparels home textiles, dress material, knitted wear and non –woven applications . Grasim and Graviera range of fabrics signify the ‘power of fashion’.

Grasim’s VSF plants are located at Nagda in Madhya Pradesh kharach in Gujarat and harihar in Karnataka, with an aggregate capacity of 3, 33,975 TPA.

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NAGDA

Nagda is its largest unit producing a wide range of VSF to suit customer requirements in terms of length, denier and colour and also second and third generation fibres like Model, Excel and Solvent spun fibres, respectively. Nagda is also the largest producer of spun-dyed speciality fibre in the world.

ACCREDITATION

The organisation received ISO 9001-2000, IS 14001-2004 , OHSAS 18001-2007 , SA 8000 certification and OEKO-TEK (eco friendly product) certification from Manchester, UK.

All this has been made possible by professionalism, commitment, technology and above all, the company’s Vision and Values.

EXPORTS

The exports are spread over 35 countries viz, USA, Russia, Japan, South Africa, France, Germany, Pakistan, Bangladesh, Indonesia, Thailand.

INVESTMENTS/TURNOVER

The company has a total investment of Rs. 4609/- and about Rs. 8307/- corers fixed assets, with a turnover of Rs. 12073/- corers per annum , out of which Rs. 500/- corers is from exports to various countries. By exporting major portion of its products, our nation is benefited by earning foreign exchange, which would be a great contribution by the company for the development of nation as a whole. The group’s corporate office is located at Mumbai.

REVENUES TO VARIOUS GOVERNMENT AGENCIES

On the other hand, the company is contributing to the nation by way of depositing various taxes/levies/duties etc in following ways.

Income tax. Sales tax. Customs and excise duties. Cess on water.

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M.P. pollution control board. Cess on generation of captive power. Explosive department. Provident fund.

PLANT LOCATOIN

Plant location: Grasim ind. Ltd., staple fibre division is situated 120 kms from Indore and is in the centre of the Mumbai- Delhi via railway. It is well connected through railways from Indore, Mumbai and Delhi. The factory is situated app. 1 kms from Nagda railway station. Company vehicle is available on every train.

ADITYA BAILA GROUP

VISION

To be a premium global conglomerate with clear focus on each business.

MISSION

To deliver superior value to our customers, shareholders, employees and society at large.

COREVALUE

Integrity Commitment Passion Speed seamlessness

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CHAPTER 2

SUBJECT INTRODUCTION

A)MEANING AND DEFINATION OF GRIVENCE REDRESSAL

A grievance can be defined as any sort of dissatisfaction, which needs to be redressed in order to bring about the smooth functioning of the individual in the organization. Broadly, a grievance can be defined as any discontent of dissatisfaction with any aspect of the organization. It can be real or imaginary, legitimate or ridiculous, rated or unvoiced, written or oral; it must be however, find expression in some form of the other

Discontent or dissatisfaction is not a grievance. They initially find expression in the form of a complaint. When a complaint remains unattended to and the employee concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status of grievance. Usually grievance relate to problems of interpretation of perceived non-fulfilment of one’s expectation from the organization. Aggrieved employees usually manifest defiant behaviour.

The grievance procedure can be divided into two parts:-

A formal grievance redressal process and An informal process of grievance handling

All the employees of the Corporation fall under the broad purview of the grievance redressal system.

There are three formal stages in which any grievance can be redressed. Each stage has a ‘form’ which is numbered according to whichever stage it belongs to.

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A grievance can be of any type ranging from problems regarding promotion to discharge and dismissal, and suspension but it is mandatory that the grievance should be work related and not personal. It is required that the grievance must fall under the following category to b\

1. Amenities

2. Compensation

3. Conditions of work

4. Continuity of service

5. Disciplinary action

6. Fines

7. Leave

8. Medical benefits

9. Nature of job

10. Payments

11. Promotions

12. Safety environment

13. Super Annuation

14. Supersession

15. Transfers

16. Victimisatio

Effects of Grievances

Grievances can have several effects which are essentially adverse and counterproductive to organizational purposes. The adverse effects include:

Loss of interest in work and consequent lack of moral and commitment

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Poor quality of production Low productivity Increase in wastage and costs Increase in employee turnover Increase in the incidence of accidents Indiscipline Unrest, etc.

GRIEVANCE REDRESSAL PROCEDUREFLOW CHART

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STOP

Final decision communicated to Sr.

V.P.(HRM)

Referred to Sr. V.P. (HRM)

Resolved by committee satisfied with the decision

STOP

Referred to grievance redressal committee

Concerned H.O.D.

Resolved within 48 hrs. ?/ satisfied with the decision ?

Concerned immediate supervisor /section head within 24 hrs. ?

Grievances arises to worker

STOP

STOP

Register to I.R.

INDIVIDUAL OR COLLECTIVE (GROUP) GRIEVANCES The International Labour Organisation (ILO) defines a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretation of service, condition covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service. The National Commission on Labour observed that “complaints” affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion seniority, work assignment and discharge would constitute grievances.

It is important to make a distinction between individual grievances and group grievances. If the issue involved relate to one or a few individual employees, it needs to be handled through a grievance procedure, but when general issues with policy implications and wider interest are involved they become the subject matter for collective bargaining.

DOS AND DON’TS IN GRIEVANCE HANDLING – CHECK LISTS

All the points are not applicable to every case, but if the supervisor is familiar with all of them and observe them in his handling of grievances, he will be prepared for almost any kind of case that may arise.

1. Investigate and handle each and every case, though it may eventually result in an arbitration hearing.

2. Talk with the employee about his grievance; give him a good and full hearing

3. Enforce the contractual time limit

4. Comply with contractual time limits on the company for handling the grievance

5. Don’t argue the merits of the grievance first if the grievance is untimely

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6. Don’t make agreements with individuals that are inconsistent with the labour agreement

7. Don’t hold back the remedy if the company is wrong

8. Visit the work area of the aggrieved part

9. Determine if there were any witnesses

10. Examine the relevant contract provisions

11. Determine if the company has been consistent

12. Examine the total agreement and make interpretations based on the whole

13. Don’t admit to the binding effect of a past practice

14. Examine prior grievance records

15. Produce all available evidence

16. Permit a full hearing of the issues

17. Treat the union representative as your equal

18. Don’t relinquish your authority to the union

19. Admit your errors and take corrective action

20. Don’t settle grievances on the basis of what is fair

21. Bear burden of proof in discipline and discharge case

22. Treat union representatives and employees as people

23. Don’t argue grievance issues off work premises

24. Don’t give away your copy of the written grievance

25. Don’t discuss grievances of striking employees during an illegal work stoppage

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26. Satisfy the union’s right to relevant information

27. Don’t file management grievances

28. Don’t overlook the precedent value of prior grievance settlement

29. Don’t give long-written answers

30. Don’t trade a grievance settlement for a grievance withdrawal

31. Handy cases involving discipline or discharge of union representatives with extra caution and consideration

32. Don’t deny grievances on the premise that your hands have been tied by management

33. Control your emotions, your remarks and your behaviours

34. Don’t withhold grievance information

35. Maintain records of matters relevant to your labour relations situation

36. Fully inform your own supervisor of grievance matter

37. Remember the union is the moving party

38. Determine if there has been equal treatment of employees

39. Command respect from employees and union representatives

40. Hold your grievance discussions privately

41. Don’t make mutual-consent agreements regarding future management action

42. Use the grievance meeting as another avenue of communication

43. Know your employees as individuals

STAGE – I OF GRIEVANCE REDRESSAL

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If an employee has a grievance, he meets his shift in charge or his equivalent

and talks it over with him. If required he obtains from him a copy of the

grievance form .This should be done within one week of the date on which the

facts, on the basis of which the complaint has arisen, became known to him,

except that in the case of promotion, a time limit of six weeks of the date of the

promotion in question would be allowed.

The employee fills up the particulars regarding name, ticket number, designation, section, department etc. in the boxed space provided at the top of the form, and under the heading “Grievance” writes down his grievance in brief, puts his signature on the statement and hands it over to the shift in charge or his equivalent and obtains his acknowledgement receipt. In cases of appeal against punishments excluding suspension, discharge or dismissal, the form should be handed over to the In charge or Shift in charge or his equivalent. The In charge or Shift incharge or his equivalent as the case may be will make the necessary enquiries and return the form to the employee with the remarks in the space provided for the purpose, within two working days from the date of receipt of this form. In cases requiring reference to higher authorities or to another department this time will be relaxed.

STAGE – II OF GRIEVANCE REDRESSAL

If the employee is not satisfied with the reply at stage I from the (Incharge or Shift Incharge or his equivalent), as the case may be, a copy of the grievance form II.can be obtained from the (Incharge or shift Incharge or his equivalent). In this form the employee can state the reasons therein for the reconsideration of his case and submit this form to his departmental head (who is bound to reply within a period of three working days of his receipt of the reply at stage I) and obtain an acknowledgement receipt. Appeals against suspension should be addressed to the department head on grievance form II, and they will be considered at stage II in the first instance. The department head will discuss the issue with the concerned supervisor and the employee and return this form to the employee with his remarks. Here the

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employee is provided with an option to be assisted by the Union representative in the department.

STAGE – III OF GRIEVANCE REDRESSAL

If the employee is still not satisfied with the reply of the departmental head, he may appeal to the Chairman of his Unit Grievance Redressal Committee on grievance form no. III within 7 working days of the receipt of reply at Stage III (copies of grievance form III can be obtained from the Incharge or Shift Incharge or his equivalent). There are seven functional Unit Grievance Redressal Committees and one non-factory employees works committee who deals with the redressal of grievances in stage III.

Only the Unit Grievance Redressal Committee, under which the concerned department falls, will deal with that particular grievance. (Annexure – 3) Management’s decision reached after the consideration of the recommendation of the Unit Grievance Redressal Committee is committee is communicated to the concerned employee on the grievance form, through the proper channel. The works committee’s unanimous recommendations to which no objections are raised by management or union within ten days of the receipt of such recommendations, will be final. Where such recommendations are not unanimous or has not been accepted by Management or union, the Unit Grievance Redressal Committee refers the case to the Central Grievance Redressal Committee for consideration with all the relevant papers and the concerned grievances form. The Recommendations of the Central Grievances Redressal Committee unanimous and binding on the employee, if no objections are raised by either the management or the union. If objections are raised, the matter is sent for further consideration to the resident director who discusses it over with the President or the Deputy President before he arrives at a definite conclusion.

THE UNIT GRIEVANCE REDRESSAL COMMITTEE

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The Unit Grievance Redressal Committee comes into picture in stage III of the grievance redressal procedure. Matters to be dealt with by the committee include the following: Settlement of grievances relating to or arising out of the terms and conditions of employment of employees in the day today working Questions as to whether or not the Company’s rules have been followed in any particular case, e.g. breach of acting rules Matters relating to discipline and conduct as between the management and the employees Matters relating to propriety or otherwise and severity of punishment given as a disciplinary measure. Complaints regarding withholding of increments. Questions relating to the abuse of privileges of provision of amenities

Limitations of functions

The committee is not concerned with the problems of planning and development in their wide sense. The committee also does not discuss matters which are trade questions such as wages, allowance, hours of work, leave, olg age benefits and the like, which are covered by agreement with the trade unions or by reports of Conciliation boards or awards of Industrial tribunal. Any decision of the committee must be superseded by an agreement between the management and the union.

Members of the Committee

The committee consists of ten members of whom five represent the management and five represent the employees Management Representatives : The representatives of the Management on the committee are nominated by the management Employees Representatives : The representatives of employees on the committee are nominated by the union, which is registered under the Trade Union Act is representative of the employees and is recognized by the management for this purpose.

Officers of the Committee

The Committee has a Chairman, a Vice-Chairman and a member Secretary The Chairman is nominated by the management from amongst its representatives on the committees The Vice-Chairman is nominated by the union from amongst it’s employees’ representatives on the committee.

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The Secretary is nominated by the management from amongst its representatives on the committee

Term, of Office

Term of office of the employee’s representative on the committee other than members nominated to fill casual vacancies, is 36 months from the date of formation of the Committee. A member nominated to fill a casual vacancy holds office for the unexpired term of his predecessor.

Vacancies

In the event of a representative of the Management or the employees ceasing to be employed in the establishment or in the event of his resigning membership from the Committee, or absenting from attending three consecutive meetings of the committee without sufficient cause, the successor of such representative is nominated by the management or the union as the case may be. Power to co-opt

The Committee has the right to co-opt in consultative capacity persons employed in the establishment having the particular or special knowledge of a matter under discussion. Such co-opted members are not entitled to vote and are to be present at meetings only for the period during which the particular question is before the committee.

Quorum for the Meetings

At least one-third of the number of members from each side can form the quorum for a meeting of the committee. No quorum is necessary for an adjourned meeting.

Meetings The committee can meet as often as necessary but not less than once a month.

Payment to employee’s representatives

The employee’s representatives, if they attend meetings while on duty, are paid by the Corporation their full wages of the time they spend in the committees as if they are on their usual duty.

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Decisions of the committee

The unanimous decisions of the committee are binding on the management, the employees and the union. Where the recommendations of the Unit Grievance Redressal Committee are not unanimous, the Chairman puts up the case to the Central Grievance Redressal Committee for consideration.

Date and time of meeting

Date and time of the meeting is fixed by the Chairman.

Notice of meeting

The notice of meeting with it’s agenda is ordinarily sent by the secretary to each member of the committee three days before the date of the meeting.

THE INFORMAL GRIEVANCE REDRESSAL PROCEDURE

Apart from the formal system of grievance redressal, there can be a informal method of resolving grievances working simultaneously. Infact more than half of the employees interviewed said that the informal method of resolving grievances by way of oral consultants with their superiors is a much better and less complicated method to undertake. Most of them felt that the formal system was too tedious and time consuming. In the informal method, the aggrieved employee can directly approach his shift incharge or the section head (in case of a major grievance) engage into a direct consultation and have his grievance resolved amicably in stage I itself. Therefore, he not only saves himself from a lot of time but also mental tension and pressure, which many employees claim to have acquired during the course of a formal grievance redressal procedure. Nonetheless, the formal procedure of handling grievances exists and has been successful in resolving extremely major grievances which the informal system cannot claim to have done. The time factor involved with the formal process makes the informal method more successful and preferable, but it definitely does not deteriorate the effectiveness or importance of the formal system.

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CHAPTER 4

ANALYSIS OF FACTS

The facts collected through the questioner are being divided into two parts

1) Study of the level of satisfaction

2) Study of the level of awareness

STUDY OF LEVEL OF SATISFACTION

The level of satisfaction among the workers engaged in any industry regarding their grievance redressal as it has direct implications on the level of industry, productivity and quality.

STUDY OF LEVEL OF AWARENESS

The level of awareness for any procedure affects its consequences. If the worker is aware of, then he/she cannot directly deny any procedure. Because awareness increases faith in the procedure and also affects the level of satisfaction.

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QUESTIONAIERON

“GRIEVANCE REDRESSAL PROCEDURE”

DATE: / 01 /2010

PERSONAL INFORMATION:-

NAME : ............................................CARD NUMBER : ............................................DEPARTMENT : ............................................QUALIFICATION : ............................................GRADE : ............................................DATE OF BIRTH : ............................................DATE OF JOINING : ............................................TYPE : ............................................

MARITAL STATUS : MARRIED UNMARRIED

MEMBER OF TRADE UNION: YES NO

LEVEL OF SATISFACTION

Scoring1: Highly satisfied

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2: Satisfied3: Unsatisfied4: Highly unsatisfied

Are you satisfied with the wages (amount and timely payment) you get?

1) 2) 3) 4)

Are you satisfied with your shift Engineer /supervisor’s behaviour?

1) 2) 3) 4)

3) Are you satisfied with the disciplinary actions of misconduct?

1) 2) 3) 4)

4) Are you satisfied with the behaviour of co-worker?

1) 2) 3) 4)

5) Are you satisfied with the transfer policy of the management?

1) 2) 3) 4)

6) Are you satisfied with your work and workplace?

1) 2) 3) 4)

7) Are you satisfied with the medical benefits which you are getting?

1) 2) 3) 4)

8) Are you satisfied with the time taken by the management to solve the any problems?

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1) 2) 3) 4)

9) Are you satisfied with the behaviour of the manager/supervisor/shift engineer while registering your complains?

1) 2) 3) 4)

10) “if results of the complains are not in your favour then does it affect your work efficiency” How much you are satisfied with above sentence.

1) 2) 3) 4)

11) Are you satisfied with the work procedure of the trade union while solving any complain?

1) 2) 3) 4)

12) Are you satisfied with the arrangement of the tools and equipment in your department?

1) 2) 3) 4)

13) “The environment in which you are working is completely safe “are you satisfied with this sentence.

1) 2) 3) 4)

14) Are you satisfied with the collective bargaining between trade union and the management?

1) 2) 3) 4)

15) Are you satisfied with the cleanliness of the workplace?

1) 2) 3) 4)

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LEVEL OF AWARENESS

Give your comments

1) What are your Grievances?

.....................................................................................................................................

2) Since when you are aware of the grievances redressal procedure.

......................................................................................................................................

3) What do you do at first hand after arousal of any problem

......................................................................................................................................

4) Are you aware of the time taken by the management to resolve any problem

......................................................................................................................................

5) What kind of help is been provided by the trade unions to resolve your problem?

......................................................................................................................................

6) “Grievance can be resolved informally” comment.

......................................................................................................................................

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STUDY OF LEVEL OF SATISFACTIN

1) Satisfaction with the wages

CATEGORY SCORING RESPONSES PERCENTAGE1 Highly satisfied 44 33.852 Satisfied 76 58.453 Unsatisfied 9 6.923 highly unsatisfied 1 0.77

TOTAL 130

To resize chart data range, drag lower right corner of range.

INTERPRETATION

It is clear from the above table that 33.85 % of the workers are highly satisfied with their wages.58.45% of the workers are satisfied,6.92% of the workers are unsatisfied & 0.77% of the workers are highly unsatisfied.

REASONS

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33.85% of workers can meet all their requirements, hence are highly satisfied.58.45% of workers can meet the part of their basic needs, hence are satisfied while 6.92% & 0.77% of the workers cannot help meet their basic requirements hence are unsatisfied &highly unsatisfied respectively.

EFFECTS

Those who can fulfil their basic needs are satisfied and are highly efficient while on the other hand those who cannot are unsatisfied and has a bearing on their work efficiency

2) SATISFACTION WITH THE BEHAVIOUR OF THE SHIFT ENGNIEER

.

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3) SATISFACTION WITH THE DISCIPLINARY ACTIONS

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CATEGORY SCORING RESPONSES PERCENTAGE

1 highly satisfied 65 50

2 Satisfied 65 503 Unsatisfied 04 highly unsatisfied 0

TOTAL 130

INTERPRETATION

It is clear from the above table that all the workers are either highly satisfied or satisfied with the behaviour of their shift engineer.

REASONS

Every worker and shift engineer( respective senior head) has cordial relationship and shift engineer help solve their problem.

EFFECTS

As shift engineers plays a primary role to resolve grievance. Hence full satisfaction helping in growth of the organisation.

CATEGORY SCORING RESPONSES PERCENTAGE1 highly satisfied 48 36.922 Satisfied 76 58.463 Unsatisfied 5 3.854 Highly unsatisfied 1 0.77

TOTAL 130

INTERPRETATION

It is clear from the above table that 35.92% of workers are highly satisfied, 58.46% of workers are satisfied while 3.85% and 0.77% workers are unsatisfied and highly unsatisfied respectively.

REASONS

35.92% workers are highly disciplined, 58.46% are disciplined while 3.85% and 0.77% are not disciplined.

EFFECTS

Industrial discipline is maintained by most of the workers hence quality and production can be improved.

4)SATISFACTION WITH THE CO-WORKERS

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CATEGORY SCORINGRESPONSES

PERCENTAGE

1 Highly satisfied 75 57.72 Satisfied 50 38.463 Unsatisfied 4 3

4Highly unsatisfied 1 0.77

TOTAL 130

INTERPRETATION

57.7% workers are highly satisfied with the co workers behaviour, 38.46% are satisfied while 3% and 0.77% are unsatisfied and highly unsatisfied respectively.

REASONS

The workers believe in working together in team and respects feelings of each other.

EFFECTS

This situation represents the unity and cohesion among workers, this helps in growth of the business but it decreases the spirit of competition among them.

5) SATISFACTION WITH THE TRANSFFER POLICY

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PERCENTAGE

1 Highly satisfied 16 12.32 Satisfied 33 25.393 Unsatisfied 68 52.3

4Highly unsatisfied 13 10

TOTAL 130

INTERPRETATION

It is clear from the above facts tha 12.3% of workers are higly satisfied, 25.39% of them are satisfied with transfer policy of organisation. While 52.3% and 10% are unsatisfied and highly unsatisfied respectively.

REASONS

Workers are resistant to change as they believe that they are well versed and experienced with their present job and they have to develop new skills.

EFFECTS

If the workers are not being transferred than they will not be multi skilled and can not learn new technologies.

6) SATISFACTION WITH THE WORK AND WORK PLACE

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CATEGORY SCORING RESPONSESPERCENTAGE

1 Highly satisfied 70 53.852 Satisfied 53 40.773 Unsatisfied 6 4.6

4Highly unsatisfied 1 0.77

TOTAL 130

INTERPRETATION

It is clear that 53.85% of workers are highly satisfied with the work and workplace and that of 40.77% are satisfied. While 4.6% and 0.77% are unsatisfied and highly unsatisfied respectively.

REASONS

Every worker is dedicated and has a feeling of respect towards his/her work and workplace.

EFFECTS

This situation is in favour of organisation and consequently has implications on the level of production and quality of product.

7) SATISFACTION WITH MEDICAL BENIFITS


PERCENTAGE

1 highly satisfied 33 25.382 Satisfied 84 64.613 Unsatisfied 12 9.23

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4 highly unsatisfied 1 0.77TOTAL 130

INTERPRETATION

The facts shows that 25.38% of workers are highly satisfied with the medical benifits which they are getting and 64.61% that of are satisfied. While 9.23% and 0.77% are unsatisfied and highly unsatisfied respectively.

REASONS

Most of the workers are satisfied with the medical benefits as they are being provided on time while those who are not getting on time are unsatisfied.

EFFECTS

This situation results in the better health of the workers and their family members which in turn increases the efficiency of the workers.

8)SATISFACTION WITH THE TIME TAKEN TO RESOLVE GRIEVANCES

CATEGORY SCORING RESPONSES PERCENTAGE1 highly satisfied 43 33.072 satisfied 78 603 unsatisfied 6 4.61

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4 highly unsatisfied 3 2.3TOTAL 130

I NTERPRETATON The facts shows that 25.38% of workers are highly satisfied with the medical benifits which they are getting and 64.61% that of are satisfied. While 9.23% and 0.77% are unsatisfied and highly unsatisfied respectively.

REASONS

Grievance can be easily resolved at primary stage as it takes the least time.

EFFECTS

As grievances are handled immediately, it has reduced the number of grievances consequently increased efficiency of workers and production simultaneously.

9) SATISFACTION WITH THE BEHAVIOUR OF THE MANAGER/SUPERVISOR/SHIFT ENGINEER WHILE REGISTERING YOUR COMPLAINS

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INTERPRETATION

The facts shows that 42.3% of workers are highly satisfied with the behaviour of the

manager/supervisor/shift engineer while registering your complains and 53.84% that of are satisfied. While 3.846% are unsatisfied.

REASONS

Their exists the cordial relationships and trustworthy atmosphere between the workers and shift engineers.

EFFECT As shift engineer is the first to handle any complain, so If the workers are fully satisfied with his behaviour while registering their complains then half of the problem get solved their itself.

10) IF RESULTS OF THE COMPLAINS ARE NOT IN YOUR FAVOUR THEN DOES IT AFFECT YOUR WORK EFFICIENCY” SATISFACTION WITH ABOVE SENTENCE.

CATEGORY SCORING RESPONSE PERCENTAG

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CATEGORY SCORING RESPONSES PRECENTAGE1 highly satisfied 55 42.32 Satisfied 70 53.843 Unsatisfied 5 3.846

4highly unsatisfied 0 0

Total 130

S E1 highly satisfied 32 24.62 Satisfied 58 44.63 Unsatisfied 34 26.15

4highly unsatisfied 6 4.6

TOTAL 130

INTERPRETATION The facts shows that 24.6% of workers are highly satisfied with the effectiveness work efficiency and 44.6% that of are satisfied. While 26.15% and 4.6% are unsatisfied and highly unsatisfied respectively.

REASONS

Workers who remain unaffected by the results have full faith in grievance redressal procedure. While who are affected does not.

EFFECTS

If the results are not in favour then it affects the efficiency of concerned worker and such workers can also affects the others.

11) SATISFACTION WITH THE WORK PROCEDURE OF THE TRADE UNION WHILE SOLVING ANY COMPLAINS.

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PERCENTAGE

1 highly satisfied 29 22.32 Satisfied 74 56.923 Unsatisfied 26 20


TOTAL 130

INTERPRETATION

The fact shows that 22.38% of workers are highly satisfied with the work procedure of the trade union while solving any complains. And 56.92% that of are satisfied. While 20% are unsatisfied.

REASONS

As trade union plays a key role in grievance handling, those who are being helped by the trade union are satisfied with their working while those who are not being helped are unsatisfied.

EFFECTS

As trade union act as a middleman between workers and management, who brings the problems of workers to the notice of management. The dissatisfaction obstructs the organisational growth.

12) SATISFACTION WITH THE ARRANGEMENT OF THE TOOLS AND EQUIPMENT

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INTERPRETATION

The facts shows that 46.15% of workers are highly satisfied with the arrangement of the tools and equipment and 50.76% that of are satisfied. While 3.076% are unsatisfied.

REASONS

EFFECTS

Systematic arrangement of tools and equipment facilitates the continuous production which consequently increases production and also saves the time of the workers.

13) SATISFACTION WITH THE SAFETY OF THE WORKING ENVIROMENT

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PERCENTAGE

1 highly satisfied 60 46.152 Satisfied 66 50.763 Unsatisfied 4 3.076


TOTAL 130


PERCENTAGE

1 highly satisfied 44 33.852 satisfied 79 60.763 unsatisfied 11 8.46


TOTAL 130

INTERPRETATIO N

The facts shows that 33.85% of workers are highly satisfied with the safety of the working environment and 60.75%that of are satisfied. While 8.46% are unsatisfied.

REASONS

Most of the workers are aware of the safety measures and hence feel safe while working, while those who are unaware feel unsafe.

EFFECTS

The workers who feel secure at the workplace are more efficient and work fearlessly, while those who feel unsecure are less efficient and more prone to industrial accidents consequently.

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14) SATISFACTION WITH THE COLLECTIVE BARGAINING BETWEEN TRADE UNION AND THE MANAGEMENT?

INTERPRETATION

The facts shows that 13.076% of workers are highly satisfied with the collective bargaining between trade union and the management and 61.53% that of are satisfied. While 20.78% and 4.615% are unsatisfied and highly unsatisfied respectively.

REASONS

Most of the workers are satisfied with the present LONG TERM SETTLEMENT (OCT 2009), while those who are unsatisfied want changes.

EFFECTS

Those who are satisfied with agreement works effectively and efficiently and those who are unsatisfied are less efficient and wants changes.

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PERCENTAGE


4highly unsatisfied 6 4.615

TOTAL 130

15) SATISFACTION WITH THE CLEANLINESS OF THE WORKPLACE?


PERCENTAGE



TOTAL 130

INTERPRETATION

The facts shows that 44.6% of workers are highly satisfied with the cleanliness of the workplace and 51.5% that of are satisfied. While 7.7% are unsatisfied.

REASONS

Workers believe that cleanliness increases their efficiency so they themselves maintain cleanliness and expects their co workers to do the same.

EFFECTS

Clean environment give peace to the mind. Working in clean environment increases the quality of the product and also the efficiency of them.

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STUDY OF LEVEVL OF AWARENESS

Most of the workers do not have any grievances.

None of them is aware of the grievance redressal procedure.

After facing any problem the workers first report it to the immediate

senior or to the shift engineer.

None of them is aware about the time taken by the management to resolve their grievance.

Trade union provides all kinds of help to the workers. Trade union act as the middle man between the worker and the management .

The entire worker believes that the grievance can be resolved informally.

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CHAPTER 5

CONCLUSION AND SUGGESTIONS

CONCLUSION

It can be concluded from the analysis of the facts that most the workers are satisfied with the behaviour of the shift engineer / supervisor / manager, behaviour of the co workers, with their work and workplace, the arrangement of tools and equipment, the cleanliness of the workplace. Hence it can be said that, due to above reasons none of the worker having any grievances.

Where as many of them are highly satisfied with the wages , disciplinary actions of the misconduct , medical benefits , working of the trade union , safety at work place and collective bargaining between trade union and management but some of them expresses the above as their grievances.

It is found that none of the worker at Grasim staple fibre division is aware of the grievance redressal procedure.

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SUGGESTION

1. The workers should be educated about the grievance redressal procedure, which could be achieved by regular workshops and training.

2. The complains of the workers who are highly dedicated towards their work and responsibilities, for instance (Mr. Narendra Patil CS2) should be addressed immediately.

3. The time limit at third and fourth stage of grievance redressal procedure should be defined, and there should be appropriate documentation at every stage, copy of which should be provided to the concerned.

4. The grievances can be categorised asI. GENERAL- which does not affect the quality, production and

efficiency of the workers.II. MAJOR- which highly affects quality, production and efficiency

of the workers.

5. The above categorisation should be done by the collective efforts of the trade union and the management, which will prevent the disputes.

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CHAPTER 6REFERENCES

1. www.adityabirla.com

2. www.google.com

3. www.wikipedia.com

4. P. Subbarao, Personnel and human resources management, Himalaya publishing house, delhi.

5. Garry Dessler, Biju Varkkey, human resource management, pearson education, New Delhi.

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http://www.wikipedia.com/

http://www.google.com/

http://www.adityabirla.com/

Grasim Report

Documents

Transcript of Grasim Report