Project Report

ON

Grievances Handling in Doller Industries pvt ltd

Submitted in the partial fulfillment of the requirement for the award of the

Degree of

MASTER
OF
BUSINESS ADMINISTRATION
Under guidance of:
Mr. Sanjana Jain
Project Guide

Submitted by:
MONENDRA
MBA 4th SEM.
Roll. No. 1408001068

SIKKIM MANIPAL UNIVERSITY

DECLARATION
I, Monendra student of Masters of Business Administration,4th Sem., SIKKIM
MANIPAL UNIVERSITY, hereby declare that I have completed Research Report on
Grievances Handling in Doller

Industries pvt ltd as part of the course

requirement. I further declare that the information presented in this Research Report is
true and original to the best of my knowledge.

Date:

MONENDRA

Place:

ACKNOWLEDGEMENT
Behind every achievement lies a unfathomable sea of gratitude to those who have
extended their support and without whom it would never have come into existence. To
them we say our words of gratitude.
I would also like to acknowledge the support and guidance of Manager HR, Doller
Industries pvt ltd without his help and encouragement it would have been practically
impossible to complete this project.
Last but not least I am also thankful to Mrs. Sanjana Jain of SIKKIM MANIPAL
UNIVERSITY and the entire Summer Placement Team who helped me in getting my
Summer Internship at Outlook Group.

NAME
Monendra

EXECUTIVE SUMMARY
Managing human resources in todays dynamic environment is becoming more and more
complex as well as important. Recognition of people as a valuable resource in the
organization has led to increases trends in employee maintenance, job security, etc
My research project deals with Grievances Handling in doller Industries pvt ltd . In
this report, I have studied &evaluated the grievance handling process as it is carried out
in the company.
The primary objective of this study is to find the effectiveness of grievance handling
procedure of the company.
The secondary objective of this study is to identify the awareness level of the employees
about the grievance handling mechanism of the company and to know the level of
satisfaction towards the grievance handling procedure of the company. The research type
used in this study is descriptive in nature, which helped in developing the concept and in
decision making. Primary data is used for analysis, which is gathered using questionnaire.
Secondary data is also used for the study, which is gathered from internet and already
done project reports.

INTRODUCTION
4

In the present day social context, especially in democratic systems, it

is accepted that employees should be able to express their dissatisfaction,
whether it be a minor irritation, a serious problem, or a difference of opinion
with the superior over terms and conditions of employment.
In their working lives, employees occasionally have a cause to be
uncomfortable, disappointed or aggrieved either about certain managerial
decisions, practices or service conditions.

It the dissatisfaction of the

employees goes unattended or the conditions causing it are not corrected, the
irritation is likely to increase and lead to unfavorable attitudes towards the
management and unhealthy relations in the organization. The question ten is
whether this particular symptom or feeling is given any attention or its
ignored altogether.
Putting forward grievances and discussing, even if they are not
ultimately settled in the employees favor, gives a worker the satisfaction of
having communicated with, and been heard by the management.

The

grievance procedure is one of the more important means available or the

employees to express their dissatisfaction. It is also a means available to
management to keep a check on relevant diagnostic data on the state of the
organizations health.
It is therefore essential for the management to allow individual
employees to empress dissatisfaction concerning their jobs or working
5

conditions to an immediate superior. Is each grievance seen as battle to be

won, or is a problem-solving atmosphere cultivated.

Only when an

atmosphere of give and take prevails-making possible a compromise

solution-will the grievance machinery be of value.
This project study, grievance handling at Ultra Tech Cement Co. Ltd,
Tadpatri has evolved to asses about the present way of handling the
grievance and find whether there is need for a grievance handling forum.
The questionnaire has been designed in such a way kept in view, the top
management policies and various areas pertaining to HRD.
As such the study is neither highly derivative nor holding innovative
in its nature and scope. It also throws light on various light on various
comments by the respondents and suggestions recommendations made by
me on the data collected. It is hoped that its limitations will munificently
appreciated.

The present study is divided into seven chapters.

The first chapter deals with introduction to Grievance handling at Ultra Tech
Cement Co. Ltd, Tadipatri.
The second chapter deals with contextual framework, which includes the
need for the study, objectives, and scope, theoretical framework,
methodology, and limitations of the study.

The third chapter deals with the profile of the company.

The fourth chapter deals with the presentation of data, which includes my
inferences and fining in the unit along with data interpretation.
The sixth chapter deals with the necessary suggestions, conclusion drawn
based on the data collected on Grievance handling.
While the seventh chapter deals with the Appendix, which carry
Questionnaire and Bibliography.
Thus, the present project work is an earnest attempt made to study the
Grievance handling at Ultra Tech Cement Co. Ltd, Tadipatri, I believe that
this study, in its humble way, would certainly make a mark of its own in the
existing literature in the areas of management studies of its kind.

ABOUT THE TOPIC

The given topic for the study is Grievance handling at Andhra

Pradesh Cement Works, Tadipatri. The study has been conducted with an
intention to assess the grievance handling procedure in the organization.
NEED FOR THE STUDY
In the present corporate world the most important resources are
human resource. There is hardly a company where the employees do not
have grievances of one kind or the other. These grievances seriously disturb
the employees. This may affect their morale. Productivity and their
willingness to co-operate with the organization. Ultimately, it affects
employees concentration, efficiency and productivity. A large number of
work stoppages, shop floor incidents and strikes could be attributed to the
faulty handling or grievances.
The cost of a Grievance can be high in terms of time lost, poor work,
damages to costly machines by neglect, employee rese3ntment, poor
customer service resistance to change, union management conflict and so on.
The organizations that do not provide such compliant processing
mechanisms for their employees may suffer from consequences, which
could enfeeble the organization process.
Effective grievance administration helps the management to
shift from purely preventive and maintenance needs to the
developmental needs of employees such as improving

communication, job re-designing. Integration which corporate

goals, etc.
Grievances must be settled as near as possible to the point of origin.
Hasty actions, without properly ascertaining facts, only help to aggravate the
situation. Hence, it is better to have a systematic grievance redressed
procedure for redressal of day-to-day grievances is an essential pre-requisite.

Objective of the Study:

To know how the present grievances are handled by the
organization.
To know w4hether the employees are satisfied with the present
method of handling grievances.
To know whether there is a need for a grievance procedure in the
organization.
Scope of the study:
The scope of the study has been confined to the APCW, Tadpatri. A
sample of 95 employees is studied.
The study was conducted for a period of 1 month during 1 jan to
31 jan 2007.

 The study was made to know how the grievances are handled in
the organization and whether there is a need for a grievance
procedure in the organization.
Limitations of the Study:
More employees could not be covered through personal interviews
because they were very busy with their work.
Some employees hesitated to give response to some questions,
which are mentioned in the questionnaire.
The study was confined to a restricted sample of employees.
Hence, this analysis will not reflect the entire of APCW.
The primary data inference through personal interaction with the
employees may have an element bias form the point of view of
individual employees perspective.

10

Table Of Contents
Chapter-1 .6-38
INDUSTRY PROFILE
Chapter-2..39-58
GRIEVANCES HANDLING
Chapter-359-67
OBJECTIVE & RESEARCH METHODOLOGY
Chapter-4..68-88
DATA ANALYSIS & INTERPRETATION
Chapter-589-92
CONCLUSION,RESULTS & FINDINGS
Bibliography
Annexure.94-96

11

12

COMPANY PROFILE
DOLLAR INDUSTRIES PVT. LTD.

About Us
What is the new face of futuristic fashion? The trend predicts an adaptation to
sustainability and stylish comfort. Dollar products have today gone beyond the
boundaries of the

country and the lucrative export market beckons. Having

consolidated its position in Gulf countries the company is now aggressively

looking at the rest of the world with collections that promise to redefine
evolution. It is the vitality of the brand that will make the decisive difference and
brands have to evolve so as to suit changing tastes, times and tempos. Discussions
have begun with the countrys leading fashion designers who promise to take the
brand to new heights. Dollar Industries Ltd is today ready to fashion a new
tomorrow for the innerwear market.
The History
From a laid-back industry of the Fifties and Sixties to an avant garde market that
today is worth about 10,000 crore, the hosiery business in India has undergone a
remarkable metamorphosis and contributing in no small measure by visionaries
like Shri Dindayal Gupta, Chairman of Dollar Industries Ltd. He accomplished
this by focusing on quality, insisting on innovation and forging a series of business
strategies that transformed Dollar from a slow moving and self satisfied dinosaur
into a lean, agile competitor.From humble beginnings in 1996, the Company has
become a force to reckon with in the innerwear market. Today the Companys
reach spans 26 states, making us one of the countrys top five hosiery
undergarment manufacturers. Dollar received three national awards in 2006, 2007
and 2009 for the best brand and excellence in Mens Innerwear from CMAI. The
13

brand has a strong presence in international retail chains like Carrefour and Lulus
and a growing market in the Middle East.But Dollar is always looking forward and
thinking ahead. Our ongoing mission is to continue to push boundaries to deliver
the experience and excitement that our customers expect from us. The Company
anticipates a 400 crore turnover by the end of 2012-13.
The Core Team
The Company is in the able hands of four brothers:Shri Vinod Kumar Gupta,
Managing Director; Shri Binay Kumar Gupta, Director; Shri Krishan Kumar
Gupta, Director and Shri Bajrang Gupta, Director. Shri Vinod Kumar Gupta,
Dollars Managing Director believes that it is quality that sets the Company ahead
of competition. All Dollar products are made with the country's finest yarns and
manufactured on imported machines. Our strength lies in the state-of-the-art
technology that goes into making quality hosiery products including vests, briefs,
thermal wear, casual wear, socks and sportswear that are high on comfort and low
on pricing.The Gupta brothers belong to an era that follows the time which
honoured ethical traditions of a business enterprise. They are completely in touch
with the changing profile of today's consumers. A market that is getting younger,
increasingly becoming a global entity, and one that is tuned to trends and
aspirations across countries and societies. As the company has grown in size and
sophistication, the simple commitment to fulfil its customers needs has continued
to be its hallmark and the secret of its success.
The Innovation
Innovation and Insight are a way of leading the life at Dollar. Gaining insight into
consumer trends is the only way to grow. Our specialized team of trend-watchers
keep a close watch on what is happening to the consumers and what are the
emerging trends and above all how we can add value to the Dollar experience so
as to keep it vibrant and relevant. A designer touch can be seen in the bold graphic
14

prints for Force Designer T-shirts while texture adds its comfortable and
distinctive touch to Wintercare Ultramagic. Women too have not been forgotten
with our Missy range which has diversified from camisoles and chemises to the
most popular leggings which are created from a special textured fabric.
A Strong Network
Nationwide network of representatives and distributors in 26 states across India
helps to reach Dollar products to every corner of the country. 17 branches at
Tirupur, Delhi, Jaipur, Patna, Ranchi, Indore, Guwahati, Cuttack, Vadodara,
Nagpur, Bengaluru, Hyderabad, Agra, Ludhiana, Rohtak, Raipur and Rudrapur
(Uttaranchal) cater towards the growing needs of our customers. Our strong
marketing network has contributed in no small measure to our phenomenal growth
over the years whereas strongholds continue to exist in the important markets of
Rajasthan, Madhya Pradesh, Maharashtra, Uttar Pradesh, West Bengal and
Haryana.
Speaking Out
The knitted innerwear segment particularly in the mens category has offered
starring roles to Bollywoods leading men. After Salman Khan, the Bollywoods
original Khiladi Akshay Kumar has become the new face of Dollar Club
Innerwear. The new commercials featuring Akshay Kumar have hit the air and are
fetching rave reviews. In the words of Akshay himself, I am happy to be
associated with Dollar Innerwear because there is a perfect tuning between Dollar
and me, since the brand stands as trademark of style for the future generation and I
have always been a style statement for younger generation. With a high decibel
marketing campaign in Television, Press, Outdoor, Radio, POS and Value Added
Services awareness, the recall and health of Dollar Industries are growing by leaps
and bounds.

15

VISION MISSION

Mission
To be an Indian multinational providing trend-setting solutions to meet the
discerning needs of global consumers.
Vision
To be the most inspiring innerwear brand that will set quality standards for the
industry and in turn be a part of the
life of every Indian.

16

CORE VALUES

Customer Partnership
The benchmark for our success is customer satisfaction. At Dollar we treat every
day of the job as a fresh day, looking at the situation with a fresh perspective and
thinking on how to get the maximum out of it. Dollar delights its customers
through a range of products that not only delivers on comfort but is constantly
upgraded to keep the styling in line with the latest trends.
Respect for People
People are the Dollars greatest strength. Employees' initiative, enthusiasm and
teamwork have built our reputation for service and product excellence. The
organization is responsible to its team members, customers and the communities in
which we live and work. We developed our business in the context of our
customers and support a culture of service. Excellence and initiative are rewarded
whereas we promote training, participation and equal-opportunity. Teamwork and
leadership are the part of our culture at every level.

17

Integrity
Business integrity is a way of leading the life at Dollar. The Company is proud to
stand by integrity and transparency in all its dealings and ensures adherence to the
highest standards of business ethics.

DISTRIBUTION

Customer satisfaction is our mantra at Dollar. We not only settle for betterment but
for the best at the manufacturing stage and also bring innovations continuously so
that our customers receive the product thats best in terms of both comfort and
style. We even have a dedicated team of trend watchers to guide us on how to keep
our products moving and relevant in the market.
Business integrity is a way of seeing life at Dollar. We are proud to stand by
integrity and transparency in all our dealings and adhere to the highest standards
of business ethics.
Dollar lies in its people and we try to provide the best possible work environment
to them so that team Dollar works more like a family. Excellence is rewarded,
initiatives are appreciated and participation is encouraged so that it empowers
people in working with utmost dedication, responsibility and accountability with
us being an equal opportunity provider.
18

Narrowing demand-supply gap:

The industry has a capacity of 165 million tons and in Jan
2008, dispatches were at almost 100%. On an overall basis, the
industry does not do more than 90-92% because of constraints
such as transport and raw material.
The industry has been adding capacity of 6-7 million per
annum by Brownfield expansion and de-bottlenecking which is
expected to partly cater to the requirement because it is growing
by around 20 million tons per annum.

Challenges before the industry:

Energy costs account for half of the cost of production of
cement. Last year saw a 15-16% increase in coal prices and then
diesel prices went up pushing up transportation costs.

Freight problems:
The importance of freight for the cement industry cannot be
emphasized enough. While in the last few months railways have
been steadily losing freight to road sector they have been
confined cement to market-is around Rs.350-400 a ton or Rs.20
and bag that could go as high a Rs.800 for long leads. This would
only easy the first level of sale and additional costs are involved
to take it further.
19

Another issue, which will hit the industry hard, is that of

logistics and a Supreme Court judgment on carrying capacity for
trucks. Accordingly, a state govt. has been directed to enforce the
discipline that trucks only carry a specified load. Many states
and already implementing this and there is already an increase in
freight rates and in some cases, it has gone up by 50%. Also, the
requirement for trucks to carry the same freight has nearly
doubled and in many places the industry is being forced to move
to railways.

High taxes :

While the railways have had capacity to meet the requirement, it is

expected that in March the commencement of peak season for the procurement of
food grains, the railways would be constrained to provide adequate number of
wagons. So fright rates are up, railways cannot provide wagons and tucks are
unlikely to be viable so there could be a serious dislocation of supplies going
forward.

According to the cement manufactures association total taxes and duties on

cement come to around Rs.900 a ton or Rs.45 a bag. So at a price of Rs.150 a bag

20

in the market, taxes and duties account for one third: which is high for such a basic
product? This includes excise duty, sales tax and royalty on limestone.

The importance of limestone can only be underscored as for every ton of

cement produced. 1.5tons of limestone is required. For limestone, royalty is on a
per ton basis at Rs. 40 whereas for most minerals it is a percentage of the pithead
cost. Effectively we are paying Rs.70 a ton for limestone as royalty. VAT is at
12.5% without any justification and it should be in 4% category, excise is at
Rs.408 per ton when it should be around Rs.200.
Export Advantages:
From a modest beginning if 1.6 lakh tons in 1989-90, Indian exports of
cement/clinker have grown rapidly at about 30-40% and this year exports will
cross 10 million tons.

21

Board Of Directors

Shri Dindayal Gupta

Chairman
Vinod Kumar Gupta
Managing Director
Binay Kumar Gupta
Director
Krishan Kumar Gupta
Director
Bajrang Lal Gupta
Director
22

Our Brands

23

24

Dollar Industries
HOME PROFILE
A World Renowned Brand
Over the years, Dollar Industries Limited, through its range of premium products,
have focused on achieving global excellence in cost, quality and productivity. The
styles introduced by Dollar always stayed in tune with the latest fashion. Today
Dollar ranks among top hosiery and garments manufacturing giants in India. From
a small hosiery brand to one of the foremost name in innerwear market, success
did not come easily.
Behind it lay a saga of business transformation, dedication, courage and
confidence to swim against tide, going beyond the call of duty. The focus always
remains on the demanding needs of a globalized world.
Dollar products have today gone beyond the boundaries of the country. Having
consolidated its position in Gulf countries the company is now aggressively
looking at the rest of the world with collections that promise to redefine evolution.
Testimonials

25

o
o

Dollar is the most preferred brand for me. I totally rely on Dollar
when its about comfort and perfect fit specially Bigboss range. More over
Dollar has a wide range of products and they all are very affordable. I am
really a satisfied customer of Dollar.
:--Shri Dindayal Gupta

Our company Profile

Dollar Industries
A World Renowned Brand
Over the years, Dollar Industries Limited, through its range of premium products,
have focused on achieving global excellence in cost, quality and productivity. The
styles introduced by Dollar always stayed in tune with the latest fashion. Today
Dollar ranks among top hosiery and garments manufacturing giants in India. From
a small hosiery brand to one of the foremost name in innerwear market, success
did not come easily. Behind it lay a saga of business transformation, dedication,
courage and confidence to swim against tide, going beyond the call of duty. The
focus always remains on the demanding needs of a globalized world.
Dollar products have today gone beyond the boundaries of the country. Having
consolidated its position in Gulf countries the company is now aggressively
looking at the rest of the world with collections that promise to redefine evolution.
Today we are the first Indian innerwear company with fully Integrated
Manufacturing unit. This state-of-art New Processing division in SIPCOT, near
Tirupur is equipped with the Latest Processing Technology and the Top Most
Finishing Range to produce finished raw material dyed in any possible color. (The
26

annual turnover of Dollar Industries in FY 2013 - 14 is Rs 688.93 crore, which

was 19 % higher than FY 2012 13. In FYI 14-15 Dollar registered a turnover of
Rs. 730 cr. Dollars annual growth rate is averaging more than 15% year-on-year.
The Export revenue of the company stood at Rs 59.77 crore for FY 14-15.)
Vision & Mission

Our Vision
To be the most inspiring garment brand that will set quality standards for
the industry and in turn, to be a part of the life of every Indian.

Our Mission
To be an Indian multinational providing trend-setting solution to meet the
discerning needs of global consumers.

Core Values

Insights and innovation are a way for Dollar. We also add value to the
Dollar experience so as to keep it more vibrant and relevant.

The benchmark for Dollar success is customer satisfaction.

Dollar delights its customers through a range of products that not only
deliver comfort, but are constantly upgraded to keep the styling in line with the
latest trends.

Business integrity is the way of life at Dollar. The company is proud to

stand by integrity and transparency in all its dealings and ensures adherence to
the highest standards of business ethics.

In Dollar, we value time. We try and exploit valuable time and drive better
decision faster.

27

HISTORY
The history of brand Dollar goes back to the year of 1972-73, when Shri
Dindayal Gupta stated his proprietary Firm, Bhawani Textiles. After walking a
long path of remarkable changes in hosiery realm, Bhawani textiles turned in to
Bhawani Textiles Ltd. in 2005. Soon after, it became Dollar industries Ltd in 2008.
The company began its journey with their signature brand Dollar. Then came
Dollar Club range of fine vest and briefs which added mileage to the brand. But
with Dollar Bigboss, the brand achieved ultimate popularity. Later on Dollar
introduced their Kids wear Champion, women wear Missy and casual wear
Force. Dollar also brings MyMe, light weight cotton innerwear termed as
Designer

Undershirt.

Renowned as one of the leading hosiery brands in the country, the Company
achieved the status of Export House in accordance with the provisions of foreign
trade policy of Ministry of Commerce and Industry, Government of India. The
Company has announced its expansion plans in purview with the growth and
popularity of the brand. In accordance with this Dollar has joined hands with a
retail giant and in the Gulf - to place their range in the international market, and is
currently the highest selling innerwear brand in the UAE and the Middle East. The
company has also collaborates with big names in retail industry to expand their
availability

options

in

urban

sectors.

Dollar Industries innerwear has been selected the Best Innerwear Brand of the
28

Year for three years including 2006, 2007 and 2009 by CMAI (Clothing
Manufacturers Association of India) the apex body of apparel manufacturers of
India. As per the present scenario, Dollar Innerwear owns 15% of the branded
hosiery market in India. The brand mainly caters to the upper and middle segment
of the market. The export figure of the company is 9% of their total production.
Research & development
At Dollar, we believe, gaining insight into consumer trends is the only way to
grow. Our specialized teams of trend-watchers keep a close watch on what is
happening to the consumer, what are the emerging trends and above all, how we
can add value to the Dollar experience so as to keep it vibrant and relevant. A
designer touch can be seen in the bold graphic prints for Force Designer T-shirts.
Texture adds its comfortable and distinctive touch to Ultra Thermal range and
Wintercare. We have added richness to our thermal range with the introduction of
Ultra Premium Thermal. Women too have not been forgotten; our Missy range has
diversified from camisoles and panties to the ever-popular leggings which are
created from a Special textured fabric.
We have recently developed and introduced Trendy trunk made of Micro Modal
fabrics for the first time in Indian Hosiery market. This eco friendly fibre is known
for its sheen, softness, and naturalness which are unparalleled.
The only constant in our product range is 'Change'. Every season, after surveying
global trends, we come up with new and improved versions of our products. Our
range includes vests with changed textures, basic & fashion denims, styles t-shirts,
low rise trunks, briefs with new cuts and shapes, bermuda, track pants, thermal
wear, camisoles, panties and leggings. Several power brands like the Force
designer

T-shirt

are

available

from

the

Dollar

stable.

A nationwide network of partners all over India helps reach Dollar products to
every nook and cranny of the country.
Quality Policy
29

We shall endeavour to enhance the satisfaction of the customer by

providing quality readymade garments strictly as per standard specification or
customer requirement and scheduled consistently.

We shall strive for continual improvement by reviewing and monitoring our

quality management system.

We are committed to develop improve and maintain an efficient quality

management system in compliance with ISO 9001:2008 International
Standard.

30

Awards
Our Achievements

Our responsibility towards nation

21-06-2014
On World Environment Day,
On World Environment Day, Dollar in association with SEED organized an

CSR

awareness program with the children of socially excluded Lodha

Community in Sagar Island. Lodha community has been designated as the
vulnerable primitive tribal community of India by the Government of India.
Due to their social status, the Lodha children are not allowed to be a part of
primary education in mainstream schools by other local communities of
Sagar Island. It was a matter of rejoice that we provided them school aids
like bags, writing materials to encourage them for studies and to spread
some happiness.

31

14-11-2013
Children's Day celebration
We celebrated Childrens Day in association with an NGO called Prachesta. We
celebrated it with underprivileged children who reside in footpath of Gariahat area
in Kolkata. We arranged cake, food for them and also provided caps just to spread
little happiness on that very day. It was just a small endeavor to bring some light to
those little folks, to make them feel special It gives us great pleasure to be with
them.

32

05-02-2012
Kolkata Half Marathon
Dollar Industries Ltd. organized The Kolkata Half Marathon-The Royal Bengal
Run, in association with Amity. It was one of the flagship events in the city of joy
on 5th February, 2012. Dollar Industries took pride in this association to support
the cause of the underprivileged little angels of Amitasha, transforming their lives
through free education, meals, books, uniforms and holistic care.

33

Our Brands

34

Press Release

35

Dollar Sets Up Indias First Fully Integrated Apparel Manufacturing Unit

Turnover Up By 19%
First Hosiery Company Of The Country To Introduce Micro Modal
Range Of products
Exports Witnessing Significant Growth
Processing Division Has A Production Capacity Of 13.5 Tons A Days
Kolkata, 11th August, 2014: Dollar Industries Limited, today, announced the
setting up of Indias first fully integrated Apparel Manufacturing Unit. This stateof-art New Processing division in SIPCOT, Perundurai, near Tirupur is equipped
with the Latest Processing Technology with Sclavos and MCS Dyeing Machines
and the Top Most Finishing Range like Bianco Padder, Strahm Padder, Strahm
Dryer, Monfongs Stenter, Lafer Compacting Machines to produce finished raw
material dyed in any possible color.
It has got its production capacity of about 13.5 tons a day having 6 HPHT (High
Pressure High Temperature) machines installed. This factory is maintaining Zero
Liquid Discharge and comprises an RO capacity for a tune of 10 Lakh litres
enhancing purification of the dyeing waste. Having the versatile technology Dollar
steps up into a new era of its Knit operations.
The annual turnover of Dollar Industries in FY 2013 - 14 is Rs 688.93 crore,
which is 19 % higher than FY 2012 13 against the Industry average of approx
13%. Dollars annual growth rate is averaging more than 15% year-on-year. The
Exports have grown to Rs 61.41 crore.
It has been a satisfying year for us at Dollar Industries with the brand making
inroads in newer territories and also consolidating its position in the existing
hosiery markets in India and abroad. Research & Development is an integral part
36

of our Group as we constantly keep on striving for quality enhancement. Dollar is

the most preferred Indian brand and is among one of the fastest growing in the
Middle East countries, said Mr Vinod Gupta, Managing Director, Dollar
Industries Limited.
Dollar Industries has recently launched their fourth advertisement film featuring
Brand Ambassador, Mr Akshay Kumar, who is seen wearing a Dollar vest and
playing the role of an electrician who saves girls from a gang of bullies by simply
using his brain than the brawn.
Ever since Mr. Akshay Kumar became the Brand Ambassador, Dollar has
witnessed exponential growth. Dollar has a 360 degree advertising campaign plan
across print, electronic, outdoor & online media to promote this new commercial,
added Mr Gupta.
Dollar Industries is the largest Indian Brand in the gulf region. It also has strong
presence in Myanmer and the products are available now in Africa as well.
Dollar Industries is the first Indian hosiery brand to introduce micro modal range
of products in the country with the launch of Dollar Bigboss Trendy Trunks for the
new generation youth and middle age people. The Micro Modal fiber is made of
European Beech wood and is completely natural. The

fabric is soft to touch, Ihelps your skin to breath better and minimizes perspiration.
The Dollar Bigboss Trendy Trunks are bright in colour and remain both vibrant
and intensive. Micro Modal products smooth fiber surface makes fabrics shine
perceptibly more intensively than 100% cotton fabrics.
About Dollar Industries
37

Dollar Industries Ltd, is today amongst the top three hosiery brands in India. The
company has four manufacturing units in Kolkata, Tirupur (TN), Delhi and
Ludhiana. Dollar Industries enjoys a 15% market share in the branded hosiery
segment in India. The company has tied up with national and international retail
giants like Carrefour, Lulus, Bharti Walmart, Reliance Retail and others. Dollar
Industries have recently started business in African market with Nigeria to reserve
more export revenue. The companys existing export markets are in Middle East
and South East Asian Countries.
For further information please contact:
Sreeraj Mitra / Debarjun Kar / Saurav Mukherjee
Sagittarius Communications
Ph: 9007307884 / 8697719300 / 8697719310

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38

39

INTRODUCTION TO THE TOPIC

GRIEVANCE HANDLING
40

Grievance is any discontent or dissatisfaction that affects organizational

performance. As such 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 in the 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 procedure 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 steps.
41

Arbitration
Arbitration is a procedure in which a neutral third party studies the bargaining
situation, listens to both the parties and gathers information, and then makes
recommendations that are binding on the parties. Arbitration has achieved a certain
degree of success in resolving disputes between the labour and the management. The
labour union generally takes initiative to go for arbitration. When the union so decides, it
notifies the management. At this point, the union and company must select an arbitrator.

Guidelines
When processing grievances, there are several important guidelines to consider:

Check the grievants title and employment status to determine if he / she are
included in a union eligible classification.

Note the supervisors respondent obligation under the grievance procedure.

Review the requested solution to the grievance. Determine if the relief sought is
beyond a supervisors authority to grant.

Review all policies or other information related to the grievance.

Conduct a thorough investigation of the allegations.

Prepare a written response including the reason for the decision and provide a
copy to the grievant.

Grievance materials should be maintained in a separate file from either personnel

files or records.

42

1. GRIEVANCES AND GRIEVANCE HANDLING Every employee has

certain expectations which he thinks must be fulfilled by theorganisation he
is working for. When the organization fails to do this, he develops feeling
of discontent or dissatisfaction. When an employee feels that something is
unfair in the organization, he is said to have a grievance. According to
Julius, a grievance is any discontent or dissatisfaction, whether expressed
or not, whether valid or not, arising out of anything connected with the
company which an employee thinks, believes or even feels to be unfair,
unjust or inequitable.1. Grievances or conflicting thoughts are part of
industrial / corporate life.2. It is essential to bring this conflict to the
surface.3. All conflicts cannot be eliminated but their exposure will
contribute towards theirreduction.4. Such exposures lead to adjustments
and further improved organizationaleffectiveness.
2. GRIEVANCES AND GRIEVANCE HANDLING
1. Grievance procedure
2. Direct observation
3. Suggestion boxes
4. Personal counselor
5. Exit interviews
6. Miscellaneous channels GREIVANCE According to Fillip, The term would
include any discontent and dissatisfaction that affects organizational
performance. It can either stated or unvoiced, written or oral, legitimate or
ridiculous.(a) A complaint is a discontent that has not assumed importance.(b)
A complaint becomes grievance when the employee feels that injustice has
been committed. D I S S A T I S F A C T I O N , C O M P L A I N T A N D
GRIEVANCE
1.
To understand what a grievance is, you must clearly be able to distinguish
between dissatisfaction, complaint and grievance. Torrington (1987) provides
us with a useful categorization in this regard: Dissatisfaction: Anything
disturbs an employee, whether or not the unrests expressed in words.
43

Complaint:: A spoken or written dissatisfaction brought to the attention of the

supervisor or the shop steward. Grievance: A complaint that has been formally
presented to a management representative or to a union official .FEATURES If
we analyze this definition, some noticeable features emerge clearly: A
grievance refers to any form of discontent or dissatisfaction with any aspect of
the organisation.The dissatisfaction must arise out of employment and not due
to personal or family problems. The discontent can arise out of real or
imaginary reasons. When the employee feel stat injustice has been done to him,
he has a grievance. The reasons for such a feeling may be valid or invalid,
legitimate or irrational, justifiable or ridiculous. The discontent may be voiced
or unvoiced. But it must find expression in some form. However, discontent
per se is not a grievance. Initially, the employee may complain orally or in
writing. If this is not looked into promptly, the employee feels a sense of lack
of justice. Now the discontent grows and takes the shape of a grievance.
Broadly speaking, thus, a grievance is traceable to perceived non-fulfillment of
ones expectations from the organizational employee may feel that there has
been an infringement of his rights. Grievances exist in the minds of
individuals. Grievances may be concerning employment, working conditions,
change of service conditions, biased approach, non-application of principle of
natural justice, work loads and work norms.

3. (TYPES OF GREIVANCE) grievance may take any one of the following

forms:
(a) factual,
(b) imaginary,
(c) disguised.Factual
A factual grievance arises when legitimate needs of employees remain
unfulfilled, e.g., wage hike has been agreed but not implemented citing various
reasons.ImaginaryWhen an employees dissatisfaction is not because of any
44

valid reason but because ofa wrong perception, wrong attitude or wrong
information he has. Such a situation may create an imaginary grievance.
Though management is not at fault in such instances, still it has to clear the
fog immediately. Disguised An employee may have dissatisfaction for
reasons that are unknown to himself. If he/she is under pressure from family,
friends, relatives, neighbors, he/she may reach the work spot with a heavy
heart. If a new recruit gets a new table and admiral, this may become an
eyesore to other employees who have not been treated likewise previously.
CAUSES for Grievance Grievances may occur for a number of reasons:
Economic- Wage fixation, overtime, bonus, wage revision, etc. Employees may
feel that they are paid less when compared to others. Work environment- Poor
physical conditions of workplace, tight production norms ,defective tools and
equipment, poor quality of materials, unfair rules, lack of recognition, etc.
Supervision Relates to the attitude of the supervisor towards the employee such
as perceived notions of bias, regional & ethnic feelings, recognition,
Harassment etc.4. Work Group Employee is unable to adjust with his
colleagues, suffers from feelings of neglect, victimization and becomes an
object of ridicule and humiliation etc.
2.
. Miscellaneous- Issues relating to certain violations in respect of promotions
Safety methods- Transfer- Disciplinary Action- Work Life Balance & Work
Load.- Granting leaves- Over stay after the expiry of leaves- Medical facilities
etc.other causes of grievances(i) Identification and analysis of grievances,
nature nod causes.(ii) Helps at formulating and implementing the policies and
programmers.(iii) It is problem solving, dispute-settling mechanism.(iv)
Strengthen good corporate relationship.(v) It detects the flaws in working
conditions and helps to take corrective measures NEED FOR GRIEVANCE
PROCEDURE The following are some of the distinct advantages of having a
grievances handling procedure: 1- The management can know the employees
feelings and opinions about the companys policies and practices. It can feel
the pulse of the employees. 2- With the existence of a grievance handling
45

procedure, the employee gets a chance to ventilate his feelings. He can let off
steam through an official channel. Certain problems of workers cannot be
solved by first line supervisors, for these supervisors lack the expertise that the
top management has, by virtue of their professional knowledge and experience.
3- It keeps a check on the supervisors attitude and behavior towards their
subordinates. They are compelled to listen to subordinates patiently and
sympathetically.4- The morale of the employees will be high with the existence
of proper grievance handling procedure. Employees can get their grievances
redressed in a just manner.vi) Build good morale, maintains code of discipline.
(vii) Brings uniformity in handling grievances.(viii) It develops faith of
employees5. (ix) Reduces personality conflicts.(x) It acts as a pressure valve.
(xi) Provides judicial protection to the employees.(xii) Provides avenues to
present the problems. Enables the parties to resolve differences in peaceful,
orderly and expeditious manner. Enables the parties to investigate and discuss
the problem(i) Open-door policy(ii) Step ladder type(iii) Grievance handling
( HR Manager)GRIEVANCE REDRESSAL SYSTEM1. Existence of sound
channel.2. The procedure should be simple, definite and prompt.3. It should be
clearly defined.4. Helpful attitude of management.5. Fact-oriented system.6.
Respect for decisions.7. Adequate publicity.8. Periodic Review. BASIC
ELEMENT OF GRIEVANCE PROCEDURE 1. Receive and define the nature
of dissatisfaction. (a) Manner and attitude when complaint is received (b)
Assessment must be made that the complaint is presented fairly. (c) Statement
and issues must not be pre-judged. (d) Proper time and attention is given.
STEPS IN HANDLING GRIEVANCESAs already discussed, there are valid
reasons to have the grievances processed through a machinery or a procedure.
1- Objectives of a Grievance Handling Procedure Jackson (2000) lays down
the objectives of a grievance handling procedure as follows: To enable the
employee to air his/her grievance.
3. To clarify the nature of the grievance.
To investigate the reasons for dissatisfaction.
To obtain, where possible, a speedy resolution to the problem
46

. To take appropriate actions and ensure that promises are kept.

To inform the employee of his or her right to take the grievance to the next
stage of the procedure, in the event of an unsuccessful resolution. 2- The
Benefits of a Grievance Handling Procedure According to Jackson (2000),
further benefits that will accrue to both the employer and employees are as
follows: It encourages employees to raise concerns without fear of reprisal.
It provides a fair and speedy means of dealing with complaints. It prevents
minor disagreements developing into more serious disputes. It saves
employers time and money as solutions are found for workplace problems. It
helps to build an organizational climate based on openness and trust.
Processing of Grievance The details of a grievance procedure/machinery may
vary from organization to organization. Here, a four phase model (Figure 1) is
suggested. The first and the last stages have universal relevance, irrespective of
the differences in the procedures at the intermediate stages. The four stages of
the machinery are briefly discussed here: The level at which grievance
occurs :The best opportunity to redress a grievance is to resolve it at the level
at which itoc curs. A workers grievance should be resolved by his immediate
boss, the first line supervisor. The higher the document rises through the
hierarchy, the more difficult it is to resolve. Bypassing the supervisor would
erode his authority. When the process moves to a higher stage, the aggrieved
employee and the supervisor concerned may shift their focus to save face by
proving the other wrong. The substantive aspect of any of the grievances may
thus be relegated and dysfunctional aspects come to the for ethos making it
more difficult to settle the issue. In a unionized concern, the first stage of the
procedure usually involves three people: the aggrieved employee, his
immediate boss and the union representative in the shop/ department. It is
possible to involve the union in laying down the framework of the grievance
procedure and thereafter restrain union involvement in the actual process, at
least in the first two stages. The choice depends on the top management
attitude and orientation towards the dynamics of union-management relations.
4.
47

Supervisory role needs to be strengthened, with appropriate training in

problem-solving skills, grievance handling and counseling so that he can do
much in reducing the number of grievances that get passed to higher stages in
the machinery. Unrealistic policies and expectations and lack of commitment
for equity and fair play can cause problems in handling grievances at the lower
level. Inadequate delegation of authority may also inhabit a supervisors
effectiveness in handling grievances at this level. Intermediate Stage :If the
dispute is not redressed at the supervisors level, it will usually be referred to
the head of the concerned department. It is important that line management
assume prime responsibility for the settlement of a grievance. Any direct
involvement by personnel department may upset balance in line-staff relations.
At the intermediate level, grievance can be settled with or without union
involvement. Excessive reliance on supervisor at this stage can jeopardize the
interests of the employee and affect the credibility of the procedure.
Organization Level: If a grievance is not settled at the intermediate level also,
it will be referred to the top management. Usually, a person of a level not less
than General Manager designated for the purpose will directly handle the issue.
By now, the grievance may acquire some political importance and the top
leadership of the union may also step in formally, if the procedure provides for
it and informally, if the procedure prohibits it. At this level it is very difficult to
reconcile the divergent interests. Third Party Mediation: If the grievance has
not been settled bi-laterally within the organization, it goes to third party for
mediation. It could be conciliation, arbitration or adjudication or the matter
may even be referred to a labor court. At this stage, the parties concerned lose
controlover the way the grievance is settled. In case of mediation (conciliation
or arbitration)the mediator has no authority to decide, but incase of labor court
or an adjudicator, the decision will be binding on the parties, subject to
statutory provisions for appeal to higher courts. Steps in Grievance Handling
Procedure At any stage of the grievance machinery, the dispute must be
handled by some members of the management. In grievance redressed,
responsibility lies largely with the management. And, as already discussed,
48

grievances should be settled promptly at the first stage itself. The following
steps will provide a measure of guidance to them anger dealing with
grievances.
5.
Acknowledge Dissatisfaction: Managerial/supervisory attitude to grievances is
important. They should focus attention on grievances, not turn away from
them. Ignorance is not bliss, it is the bane of industrial conflict. Condescending
attitude on the part of supervisors and managers would aggravate the problem.
Define the Problem: Instead of trying to deal with a vague feeling of
discontent, the problem should be defined properly. Sometime the wrong
complaint is given. By effective listening, one can make sure that a true
complaint is voiced. Get the Facts: Facts should be separated from fiction.
Though grievances result in hurt feelings, the effort should be to get the facts
behind the feelings. There is need for a proper record of each grievance.
Analyze and Decide: Decisions on each of the grievances will have a precedent
effect. While no time should be lost in dealing with them, it is no excuse to be
slip-shod

about

it.

Grievance

settlements

provide

opportunities

for

managements to correct themselves, and thereby come closer to the employees.

Horse-trading in grievance redressed due to union pressures may temporarily
bring union leadership closer to the management, but it will surely alienate the
workforce away from the management. Follow up: Decisions taken must be
followed up earnestly. They should be promptly communicated to the
employee concerned. If a decision is favorable to the employee, his immediate
boss should have the privilege of communicating the same. Some of the
common pitfalls that managements commit in grievance handling relate to(a)
stopping the search for facts too soon;(b) expressing a management opinion
before gathering full facts;(c) failing to maintain proper records;(d) arbitrary
exercise of executive discretion; and(e) settling wrong grievances. Key
Features of a Good Grievance Handling Procedure Torrington & Hall refer to
four key features of a grievance handling procedure, which are discussed

49

below. a) Fairness: Fairness is needed not only to be just but also to keep the
procedure viable, if employees develop the belief that the procedure
6.
lost, and other means sought to deal with the grievances. This also involves
following the principles of natural justice, as in the case of a disciplinary
procedures) Facilities for representation: Representation, e.g., by a shop
steward, can be of help to the individual employee who lacks the confidence or
experience to take on the management single-handedly. However, there is also
the risk that the presence of there preventative produces defensive management
attitude, affected by a number of other issues on which the manager and shop
steward may be at loggerheads) Procedural steps: Steps should be limited to
three. There is no value in having more just because there are more levels in
the management hierarchy. This will only lengthen the time taken to deal with
matter and will soon bring the procedure into disreputes) Promptness:
Promptness is needed to avoid the bitterness and frustration that can come from
delay. When an employee goes into procedure, it is like pulling the
communication cord in the train. The action is not taken lightly and it is in
anticipation of a swift resolution. Furthermore, the manager whose decision is
being questioned will have a difficult time until the matter is settled

50

OBJECTIVES OF THE STUDY

51

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

RESEARCH METHODOLOGY
52

Research methodology in which the data are collected for the research. Research
Methodology is the attempt to validate the rationale behind the selected research design
and provide justification of why it is appropriate in solving the selected research problem.
It is the process by which we evaluate tools that produce knowledge.

Research Design
The Research Report is based on exploratory study based on Primary & Secondary Data.
Exploratory research is concerned with identification of the real nature of research
problem & perhaps of formulating relevant hypothesis for various tests. The major
benefit is that it is less expensive & less time consuming. For assessing the tool used to
deliver included Personal interview of respondent.
Primary data was collected through a Questionnaire; which was served to 40
respondents. The design of the present study is presented as under:

Research Design

Descriptive

Data Source

Primary and secondary

Sample size

The sample size is 35

Sample Definition

HR manager and employees of HR

Contact Method

department
Personal

Survey Technique

Questionnaire Administration

Types of Questions

Structured and close ended

Data processing

Table processing and charts

Sources of Collecting Data

Data collection methods are generally of two types:

Primary Data

Secondary Data
53

Primary data are those which are collected for the first time and thus happen to be
original in character. The primary data is collected in the process of questionnaire and
interview of the outlets.
Secondary data are those which have already been collected by someone else and which
have been already been passed through the statistical process.
Primary data:
1. Questionnaire method
Secondary data:
1. Book
2. News papers
3. Internet
4. Magazines

Methodology Adopted
Primary sources
Questionnaire
Secondary Sources

Organizations Policy Manual

Other relevant documents

Company website

Tools used for Analysis

Bar Graphs

Pie chart

This research is exploratory in nature. I collected data from various primary and
secondary sources. The choice of sample scheme was guided by the fact that a reasonable
amount of information was available and representing true picture of application of
information technology in HR department.

54

The methodology adopted for the completion of this project was divided into four
stages:
The first stage included understanding the Concept, Application and Contribution
of IT in HRD department to perform its function effectively and efficiently. Secondary
data for this purpose was collected through various books, magazines, journals and
various sites.
Second stage included the input stage in which various types of information data
were collected related to application of IT in HRD. The data was collected through
discussion and interviews with the representatives of the company.
In the third stage all the gathered data were arranged and tabulated to arrive at the
necessary conclusion. All the information was correlated into tabulation, charts and in
figures to make the preparation of tool like Questionnaire to evaluate the significance of
It in HR department.
The last stage, i.e. the output stage included analyzing of the processed
information in final findings and then arriving of final conclusions.

I) DATA COLLECTION METHOD: BY THE SURVEY METHOD, QUESTIONNAIRE AND INTERVIEW.

II) DATA SOURCE: 55

o Primary data.
o Secondary data
Primary Data:-

PRIMARY DATA IS ONE WHICH IS COLLECTED A FRESH AND FOR THE

FIRST TIME AND THUS HAPPENS TO BE ORIGINAL IN CHARACTER.
THERE ARE DIFFERENT METHODS OF DATA COLLECTION. IMPORTANT
ONES ARE:

OBSERVATION METHOD

INTERVIEW METHOD

THROUGH QUESTIONNAIRE

THROUGH SCHEDULES

THROUGH DISCUSSION
Secondary Data:- SECONDARY DATA ARE THOSE WHICH

HAVE ALREADY THROUGH THE STATISTICAL PROCESS. SECONDARY

DATA MAY EITHER BE PUBLISHED DATA OR UNPUBLISHED DATA.
USUALLY PUBLISHED DATA ARE AVAILABLE IN:

BOOKS, MAGAZINE AND NEWSPAPERS

EARLIER REPORT AVAILABLE

TECHNICAL AND TRADE JOURNALS

PUBLIC RECORDS AND STATISTICAL.

Sample Design
Sample Element

: Employees at Roger Export Footwear Industries

Sample Size

: 35 samples

Sample Test

: Percentage Method & Correlation

Sample Media

: Questionnaire

Sampling Method

: Simple Random Sampling

LIMITATIONS
1. Research work was carried out in one region of U.P. (AGRA) only the finding may not
be applicable to the other parts of the country because of social and cultural differences.
56

2. The sample was collected using connivance-sampling techniques. As such result may
not give an exact representation of the population.
3. Shortage of time is also reason for incomprehensiveness.
4. The views of the people are biased therefore it doesnt reflect true picture.

57

Data Analysis
DATA ANALYSIS AND INTERPRETATION
Distribution of respondents regarding Temporary relief
Table: 5.1

Sl. No.

Temporary No.

ofPercentage

relief

respondents

Yes

19

54.3

No

16

45.7

58

Total

35

100

Inference:
From the above table it is inferred that 54.3% of respondents state that they are
being provided with temporary relief and 45.7% stating they are not being provided
relief.
Distribution of respondents regarding Temporary relief
temporary relief
60

50

40

30

Percent

20

10

0
yes

Chart No: 5.1

no

temporary relief

Distribution of respondents based on age

Table: 5.2

Sl.No.

Age

Frequency Percentage

19-25

17.1

26-30

29

82.9

Total

35

100

Inference:
From the above table it is inferred that 17.1% of respondents are between the age
group 19-25 and 82.9% are between the age group 26-30.
59

Distribution of respondents based on age

Chart No: 5.2

age
19-25

26-30

Distribution of respondents towards supervisors level of skill

Table: 5.3

Supervisor
Sl.No.
Inference:

possess necessaryFrequency Percentage

skill

From
table

it

the
is

inferred

of 1

91.4%

very highly skilled 32

91.4

state that their

highly skilled
that

their

moderately

above
that

respondents
supervisor are

moderately skilled 3

8.6

Total

100

35

Distribution of respondents towards supervisors level of skill

Chart No: 5.3
60

and 8.6% state

supervisor
skilled.

is

supervisor has skill

100

80

60

40

Percent

20

0
very highly skilled

moderately skilled

supervisor has skill

Distribution of respondents towards awareness of committees

Table: 5.4

Sl.No

Awareness Frequency Percentag

of

committees
1

Total

yes

35

100.0

35

100

Inference:
From the above table it is inferred that 100% of respondents are aware of the
various committees that are framed for redressing their grievance.
Distribution of respondents towards awareness of committees
Chart No: 5.4

61

various committee
120

100

80

60

Percent

40

20

0
yes

various committee

Distribution of respondents towards decision given

Table: 5.5
Sl.No.

Decision
given

Frequency Percentage
is

satisfactory
or not
1

Highly
satisfactory 31

88.6

Moderately 4

11.4

satisfactory
Total

35

100

Inference:
From the above table it is inferred that 88.6% of respondents are highly satisfied
towards the decision given by the management and 11.4% of respondents are moderately
satisfied towards the decision.
Distribution of respondents towards decision given
Chart No: 5.5

62

feel about decision given

100

80

60

40

Percent

20

0
highly satisfactory

moderately satisfact

feel about decision given

Distribution of respondents towards the informal channel

Table: 5.6
Sl.No

Informal No. of respondents Percentage

channel

co worker 23

65.7

peer

34.3

Total

35

12
100

Inference:
From the above table it is inferred that 65.7% of respondents communicate to
their co-workers and 34.3% of respondents communicate to their peer.
Distribution of respondents towards the informal channel
Chart No: 5.6

63

informal channel
70
60
50
40
30

Percent

20
10
0
co w orker

peer

informal channel

Distribution of respondents towards real basis of identification of their grievance

Table: 5.7

Sl.No.

Real basis Frequency

strongly

Percentage

agree

27

77.1

agree

22.9

Total

35

100

Inference:
From the above table it is inferred that 77.1% of respondents strongly agree that real basis
is identified and 22.9% of respondents agree that real basis is identified.
Distribution of respondents towards real basis of identification of their grievance
Chart No: 5.7

64

real basis identified

agree

strongly agree

Distribution of respondents towards mechanism followed resolves grievance or not

Table: 5.8
Sl.No.

Mechanism No.
resolves

ofPercentage

respondents

grievance or
not
1

yes

34

97.1

no

2.9

Total

35

100

Inference:
From the above table it is inferred that 97.1% of respondents agree that mechanism
resolves grievance and 2.9% of respondents disagree that mechanism does not resolve
grievance.
Distribution of respondents towards mechanism followed resolves grievance or not
Chart No: 5.8

65

mechanism resolves grievance

no

yes

Distribution of respondents towards importance given to discussion and conference

Table: 5.9

Sl.No.

Discussion andNo.

ofPercentage

conference

respondents

strongly agree

29

82.9

agree

17.1

Total

35

100

Inference:
From the above table it is inferred that 82.9% of respondents strongly agree that
discussion and conference is facilitated and 17.1% of respondents agree that discussion
and conference is facilitated.
Distribution of respondents towards importance given to discussion and conference

Chart No: 5.9

66

discussion and conference

100

80

60

40

Percent

20

0
strongly agree

agree

discussion and conference

Distribution of respondents regarding whom they redress for grievance

TABLE NO: 5.10
Sl.No.

Whom do youFrequency

redress
office bearers

Percentage

11.4

committee

16

45.7

members
hr

8.6

5.7

20.0

2.9

2.9

2.9

35

100

4
mangers
5
union members
6
counselor
7
friends
8
co workers
Total
67

Inference:
From the above table it is inferred that 11.4% of respondents communicate
grievances through office bearers, 45.7% through committee members, 8.6% through HR,
5.7 through managers, 20% through union members, 2.9 through counselor, 2.9 through
friends and 2.9 through co workers.

Distribution of respondents regarding whom they redress for grievance

Chart No: 5.10

to whom to redress
co w orkers
friends
offiece bearers

counsellor

union members

mangers
committee members
hr

68

Distribution of respondents based on qualification

Table: 5.11
Sl.No.

Qualification Frequency Percentage

higher

31

88.6

secondary
2

diploma

2.9

under graduate 3

8.6

Total

35

100

Inference:
From the above table it is inferred that 88.6% of respondents are qualified up to higher
secondary, 2.9% of respondents are diploma and 8.6% are under graduate.
Distribution of respondents based on qualification
Chart No: 5.11

69

qualification
under graduate
diploma

higher secondary

Distribution of respondents regarding awareness of various committees

Table: 5.12
Various
Sl.No.

committees Frequency Percentage

canteen,sga 1
2.9

1
Sga,tei,

11.4

transport
transport,welf6

17.1

are,sga
transport,

11.4

canteen
safety,transpo 4

11.4

rt,sga
canteen,tei,sa 3

8.6

fety,transport
tei,sga,cantee 9

25.7

n,transport
transport,

5.7

safety
tei,sga,transp 2

5.7

2
3
4

safety,

welfare,
9

ort,welfare
Total

35
70

100

Inference:
From the above table it is inferred that 2.9% of respondents are aware of canteen-sga
committee,11.4% of respondents are aware of sga-tei-transport committee,17.1% of
respondents are aware of transport-welfare-sga,11.4% t of respondents are aware
transport, safety, canteen ,11.4% of respondents are aware safety,transport,sga ,8.6% of
respondents are aware of canteen,tei,safety,transport,25.7% of respondents are aware
tei,sga,canteen,transport,5.7% of respondents are aware transport, welfare, safety and
5.7% of respondents are aware of tei,sga,transport,welfare.
Distribution of respondents regarding awareness of various committees
Chart No: 5.12

available comit
tei,sga,transport,w e

canteen,sga

transport,w elfare, s

sga,tei, transport

transport,w elfare,sg

tei,sga,canteen,tran

transport,safety, ca
canteen,tei,safety,t
safety,transport,sga

71

Distribution of respondents regarding regular follow up

Table: 5.13

Sl.No.

Regular No.

ofPercentage

follow-up respondents
1

Yes

Total

35

35

100.0
100

Inference:
From the above table it is inferred that 100% of respondents have agreed that there is
regular follow up to ensure right decision is given.
Distribution of respondents regarding regular follow up
Chart No: 5.13

72

regular follow up
120

100

80

60

Percent

40

20

0
yes

regular follow up

Distribution of respondents regarding supervisors authority

Table: 5.14
Sl.No

Valid
Total

Supervisor has given No.

ofPercentage

authority

respondents

Has given authority

35

35

100.0
100

Inference:
From the above table it is inferred that 100% of respondents have agreed that supervisor
is given authority.
Distribution of respondents regarding supervisors authority
Chart No: 5.14

73

supervisor given authority

120

100

80

60

Percent

40

20

0
has given authority

supervisor given authority

ANALYSIS USING CORRELATION

To know whether there is correlation between feel about decision given and real
basis identification
Let X be Feel about decision given
Let Y be Real basis identification
Table: 5.15

real basis identified

Total

Strongly agree
Feel

abouthighly

decision

agree
25

31

27

35

satisfactory

given
moderately
satisfactory
Total

74

Table: 5.16
Values for correlation
x2
180.5

y2
364.5

xy
256.5

xy
r =

______________
(x2 * y2 )

Substituting the values of x2, y2, xy in the above equation we get.

r=1
Inference:
Since the value of r is equal to one the variables are positively correlated. A variation in
one variable will cause variation in another

75

ANALYSIS USING CORRELATION

To know whether there is correlation between discussion and conference and
supervisor has skill
Let X be Discussion and conference.
Let Y be Supervisor has skill.
Table: 5.17
Total
supervisor has skill
moderately
skilled
very highly skilled
discussion
and

strongly

28

29

32

35

conference agree
agree

Total

76

Table: 5.18
Values for correlation
x2
420.5

y2
264.5

xy
333.5

xy
r =

______________
(x2 * y2 )

Substituting the values of x2, y2, xy in the above equation we get.

r=1
Inference:
Since the value of r is equal to one the variables are positively correlated. A variation in
one variable will cause variation in another.

77

78

FINDINGS OF THE STUDY

1. 54.3% of respondents state that they are being provided with temporary
relief until final decision is taken.
2. 82.9% of the respondents are between the age group 26-30.
3. 91.4% of respondents state that their supervisors are highly skilled that is
the supervisors possess necessary human relation skills.
4. 100% of respondents are aware of the various committees that are framed
for redressing their grievance.
5. 88.6% of respondents are highly satisfied towards the decision given by the
management.
6. 65.7% of respondents communicate to their co-workers. It is their informal
channel.
7. 77.1% of respondents strongly agree that real basis of there is identified.
8. 97.1% of respondents agree that mechanism being followed resolves their
grievance.
9. 82.9% of respondents strongly agree that discussion and conference is
facilitated rather than executive authority.

79

10. 45.7% of respondents immediately redress their grievance through

committee members.
11. 88.6% of respondents are qualified up to higher secondary.
12. 25.7% of respondents are aware of tie, sag, canteen, transport committees
available.
13. 100% of respondents have agreed that there is regular follow up to ensure
right decision is given.
14. 100% of respondents have agreed that supervisor is given authority to take
action necessary to resolve the problem.
15. When there is deviation in the real basis identification it will be reflected in
the level of satisfaction regarding decision given.
16. Most of the employees of the employees feel that there are grievance
handling forum in the organization, but at the same time half of the
employees agree that there are no suitable grievance handling forums in the
organization.
17. Employees feel that there are certain grievances, which cannot be addressed
through the existing committees.
18. It should be seen that grievances are handled without making any delay as
of the employees feel that at present grievances are handled with delay.
19. It should be seen that Grievances should be settled as near as possible to the
point of origin before they turn up into serious disputes.

80

20. As the employees feel that grievances are being postponed on kept pending
it should be seen that it might not happen as this intern may turn up into
another grievance.
21. The employees feel that the present system of redressing grievance is
simple but some of the employees are feeling inconvenient with the present
redressal procedure.
22. Most of the employees are satisfied with the current frequency of redressal
of grievances.
23. Only Max of the employee feel that the present redressal procedure to
flexible in nature and half of them are not satisfied.
24. Care should be taken that grievances should be reduced at work place and
welfare activities at most of them agree that they arise from the above
areas.
25. It is observed that there does not exist any feed back on grievance redressal
in the organization. As half of the employees agrees.
26. Most of the employees agree that there are grievances regarding individual
career advancements.
27. Most of the employees fee that there is a need for grievance redressal
forum.
28. Maximum number of the employees feel that supervisors are to be trained
to handle the grievance.

81

SUGGESTIONS AND RECOMMENDATIONS

1. Job descriptions, responsibilities should be as clear as possible. Everyone
should be informed of companys goals and expectation including what is
expected from each individual.
2. Informal counseling helps to address and manage grievances in the
workplace.
3. Conflict management in the organization will be helpful to reduce the
number of grievance rates.
4. Open door policy can be used. The barriers that exist between the various
categories are to some extent broken by personal contact and mutual
understanding.
5. Suggestion boxes can be installed. This brings the problem or conflict of
interest to light.
6. Accident rates, Requests for transfers, Resignations, and disciplinary cases
should be analyzed since they reveal the general patterns that are not
apparent.
7. Temporary relief can be provided so that the delay does not increase his
frustration and anxiety and thereby not affecting his / her morale and
productivity.
8. Management should consider introduction of unit level grievance handling
system.
9. Superiors should be trained to handle the grievances effectively.
82

10. There should be feed back system on grievance redressal.

11. Seva Committees are considered to be the best grievance handling system
in the organization. More focus should be drawn to improve its efficiency
and effectiveness.
12. Grievances are to be solved whenever they are at the budding stage.
13. Management should handle the grievances with out delay.
14. The employees in the organization felt the need for a separate structured
grievance handling system.
15. Grievance can amicably solved through mutual dialogue with the
employees with an open mind and transparent in dealing certain issues
16. All segments of the employees should be equally represented to take part in
the grievance handling committee.

83

CONCLUSION

The study reveals that the Grievance handling mechanism is satisfactory. The
organization is recognizing the importance of satisfying the employees and retaining
them. Further improvements can be made so that all members are highly satisfied with
the procedure. The suggestions and recommendations when implemented will still more
benefit the organization.

84

Scope of the study

The project throws light on need for Grievance handling mechanism and this
study facilitates the management for further improvement on the same.

This study will be useful when similar kind of research is undertaken.

85

BIBLIOGRAPHY

1. Aswathappa, K., Human resource and Personnel management, TATA McGrawHILL.

2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGrawHILL.
3. Flippo, Edwin B., Personnel management, McGRAW-HILL International
Publications.

WEB SITE
1. www.citehr.com
2. www.findatricles.com

86

87

CHAPTER 7
QUESTIONNAIRE

1. Name:
2. Gender:
i.Male

ii.Female[

3. Age:
i.19-25

ii.26-30

iii.31 and above[

4. Edicational qualification:

i.Higher secondary[

ii.Diploma

iii.Under graduate [

iv.Post graduate

5. Marital status:
i.Married

ii.Unmarried[

6. Are you aware of the various committees that redress the grievance?
i.Yes[

ii.No[

88

7. If yes for above question kindly list out the various committees available

8. Are you aware of the members of the various committees?

i.Yes[

ii.No[

9. Are you aware of the weekly/monthly meetings of the various committees which
are being held?
i.Yes[

ii.No[

10. Are you constantly informed on what is being done about your grievance?
i.Very often being informed[

ii.Seldom being informed

iii.Does not inform at all

11. Is an atmosphere of cordiality and co-operation facilitated through mutual

discussion and conference?
i.Yes[

ii.No[

12. Is there a positive and friendly approach during grievance handling?

i.Yes[

ii.No[

13. Has the mechanism being followed resolves you grievance?

i.Yes[

ii.No[

89

14. How do you feel about the decision given corresponding to your grievance? Is it
i.Highly satisfactory[

ii.Moderately satisfactory[
iii.No satisfaction[

15. Is there regular follow up to ensure that the right decision has ended up in
satiafaction?
i.Yes[

ii.No[

16. Is there any temporary relief provided until proper decision is made so that it does
not raise any adverse effects within the organization?
i.Yes[

ii.No[

17. Do you feel open to share your grievances?

i.Yes[

ii.No[

18. Do you feel that the supervisor possesses necessary human relation skills in terms
of understanding your problem?
i.Very highly skilled[

ii.Moderately skilled[

iii.Not skilled[

19. Are proper records maintained on each grievance?

i.Yes[

ii.No[

20. Since how many years you are working in this company

1. 0-3 years

2. 4-6 years

3. 6-9 years
90

4. 10 and above years

21. Whether any time frame is set for the resolution of grievance handled to

Yes or No

22. Together your superiors are aware of different grievance

Yes or No

23. Does all the committees in your organization participate in

grievance

procedure actively?

Yes or No

24. Tick the area in which grievance are effectively handled in your organigation

1.Economic

2.Work environment

3.Supervision

4.Work group

25. What procedure follow by the organigation for punishment.

1.Issuing chargesheet

2. Notice of enquiry

authority
4.If any other

91

3.Finding / disiplanary

26.Tick the following ways of discovery of grievances.

1.Direct observation 2. Open door policy 3. Gripe box 4.Exit interview

5. Other channels

27.Are all the grievance put in writing.

Yes / No

28.Does the employee is given free time to pursue his grievance .

Yes / No
29.Most of the grievances are solved by

1. Management

2. Union leaders

92

3. Arbitrator

4. Any other