Grievance handling mechanism

SUMMER PROJECT REPORT
ON
GRIEVANCE HANDALING
Prepared and presented to

GRASIM INDUSTRIES LTD (SFD), NAGDA (M.P.)

UNDER THE GUIDANCE OF

Mr. V. K. Sharma

Prof. Namita Shrivastava

(Sr. V.P. HRM)

(Associate Prof.
ICCMRT Lko.)
BY
HARSH VARDHAN
ENROLL. NO. 1412470051
OF

INSTITUTE OF COOPERATIVE AND CORPORATE MANAGEMENT,
RESEARCH AND TRAINING, LUCKNOW

ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and supported me
during the writing of this project. My deepest thanks to Prof. Namita Shrivastav, the
Guide of the project for guiding and correcting various documents of mine with
attention and care. She has taken pain to go through the project and make necessary
correction as and when needed. I express my thanks to the Principal of, Institute of
Co-operative and Corporate Management, Research and Training, for extending his
support. My deep sense of gratitude to Mr. V. K. Sharma (Sr. Vice President, HRM,
Mr. A. Patnayak (GM IR), Grasim Industries Ltd. (VSF) Nagda for his support
and guidance. Thanks and appreciation to the helpful people at Grasim Industries Ltd.
(VSF) Nagda, for their support. I would also thank my Institution and my faculty
members without whom this project would have been a distant reality. I also extend
my heartfelt thanks to my family and well wishers.

2

DECLARATION
I hereby declare that the project work entitled ‘A Study on Employee Job Satisfaction’
is a record of an original work done by me under the guidance of Mr. Awdhesh
Kumar (Asst. Manager IR, Grasim Industries Ltd. SFD, Nagda) and Prof.
Namita Shrivastav and this project work has not performed the basis for the award of
any Degree or diploma and similar project if any.
Harsh Vardhan
Enrolment No. 1412470051

3

TABLE OF CONTENTS
Sr. No.
1

Content
Introduction of the company

Page No.

Introduction of the Company

4

2
3

Introduction of SFD Grasim at Nagda
Objectives of the Study
Introduction to the Grievance

34
45
47

4
5
6
7
8
9
10

Grievance handling procedure at Grasim
Research Methodology
Data Analysis and Interpretation
Suggestions and Recommendations
Conclusion
Limitations of Study
Annexure
Bibliography

70
72
86
106
107
108
109
112

THE ADITYA BIRLA GROUP: A PREMIUM
GLOBAL CORPORATION:
A US $41 billion (Rs. 2,50,000 crore) corporation, the Aditya Birla Group is
in the League of Fortune 500. It is anchored by an extraordinary force of over 120,000
4

employees, belonging to 42 nationalities. The Aditya Birla Group has been ranked
fourth in the world and first in Asia Pacific in the ‘Top Companies for Leaders’ study
2011, conducted by Aon Hewitt, Fortune Magazine and RBL (a strategic HR and
leadership Advisory firm). The Group has topped the Nielsen's Corporate Image
Monitor 2014-15 and emerged as the Number one corporate, the 'Best in Class', for
the third consecutive year.
Over 50 per cent of the Group’s revenues flow from its overseas operations. It
operates in 36 countries.

Globally, the Aditya Birla Group is:
?

A metals powerhouse, among the world's most cost-efficient aluminium and
copper producers. Hindalco-Novelis is the largest aluminium rolling company.
It is one of the three biggest producers of primary aluminium in Asia, with the

?
?
?
?
?
?
?

largest single location copper smelter.
No.1 in viscose staple fibre
No.1 in carbon black
The fourth-largest producer of insulators
The fifth-largest producer of acrylic fibre
Among the top 10 cement producers globally
Among the best energy-efficient fertiliser plants
The largest Indian MNC with manufacturing operations in the USA, wherein
95 per cent of the workforce comprises of Americans

Aditya Birla Group – The Indian Scenario
?
?
?
?
?
?

A top fashion (branded apparel) and lifestyle player
The second-largest player in viscose filament yarn
The largest producer in the chlor-alkali sector
Among the top three mobile telephony companies
A leading player in life insurance and asset management
Among the top two supermarket chains in the retail business

5

Aditya Birla Group – Beyond Business
?

Reaches out annually to 7 million people in 3,000 villages in India through the
Aditya Birla Centre for Community Initiatives and Rural Development,

?

spearheaded by Mrs. Rajashree Birla.
Focuses on: health-care, education, sustainable livelihood, infrastructure and

?

espousing social reform.
Runs 42 schools which provide quality education to 45,000 children. Of these
18,000 students belong to the underprivileged segment. Merit Scholarships are

?
?

given to an additional 12,000 children from the interiors.
Its 18 hospitals tend to more than a million villagers.
Ongoing education, healthcare and sustainable livelihood projects in
Philippines, Thailand, Indonesia, Egypt, Korea and Brazil, lift thousands of

?

people out of poverty.
Set up the Aditya Birla India Centre at the London Business School.

VISION AND VALUES
Our Vision:
To be a premium global conglomerate, with a clear focus on each of the businesses.
Our Mission:
To deliver superior value to our customers, shareholders, employees and society at
large.
Our Values:
?

Integrity : Acting and taking decisions in a manner that is fair and honest.
Following the highest standards of professionalism and being recognised for
doing so. Integrity for us means not only financial and intellectual integrity,
but encompasses all other forms as are generally understood.

6

?

Commitment : On the foundation of Integrity, doing all that is needed to
deliver value to all stakeholders. In the process, being accountable for our own
actions and decisions, those of our team and those in the part of the

?

organisation for which we are responsible.
Passion : An energetic, intuitive zeal that arises from emotional engagement
with the organisation that makes work joyful and inspires each one to give his
or her best. A voluntary, spontaneous and relentless pursuit of goals and

?

objectives with the highest level of energy and enthusiasm.
Seamlessness : Thinking and working together across functional groups,
hierarchies, businesses andgeographies. Leveraging diverse competencies and
perspectives to garner the benefits of synergy whilepromoting organisational

?

unity through sharing and collaborative efforts.
Speed : Responding to internal and external customers with a sense of
urgency. Continuously striving to finish before deadlines and choosing the best
rhythm to optimise organisational efficiencies.

LOGO OF ADITYA BIRLA

A new corporate logo of Aditya Birla Group was launched in 1996 to the honour of
the memory of late Mr. Aditya Birla. The logo is Aditya – The Rising Sun.
The name “Aditya Birla” evokes all that is positive in business and in life. It
exemplifies integrity, quality, performance, perfection and above all, character.

7

Our logo is the symbolic reflection of these traits. It is the cornerstone of our
corporate identity. It helps us leverage the unique Aditya Birla brand and endows us
with a distinctive visual image.

Depicted in vibrant, earthy colours, it is very arresting and shows the sun rising over
two circles – an inner circle symbolising the internal universe of the Aditya Birla
Group with an outer circle symbolising its external universe; and a dynamic meeting
of rays converging and diverging between the two.

Through its wide usage, we create a consistent, impact-oriented Group image. This
undoubtedly enhances our profile among our internal and external stakeholders.

Our corporate logo thus serves as an umbrella for our Group. It signals the common
values and beliefs that guide our behaviour in all our entrepreneurial activities. It
embeds a sense of pride, unity and belonging in all of our 120,000 colleagues
spanning 36 countries and 42 nationalities across the globe. Our logo is our best
calling card that opens the gateway to the world.
— Dr. Pragnya Ram as the Chief Custodian of the Aditya Birla Group logo.

8

LEADERSHIP TEAM
Our leadership team provides strategic direction to Group companies. The team
comprises:

Mr.

Initiatives

Kumar

and Rural

Mangalam

Developme

Birla

nt

Chairman –
Aditya

Mr. Ajay

Birla

Srinivasan

Group

Director,
Financial

Mrs.

Services

Rajashree
Birla

Mr. Adesh

Chairperso

Gupta

n, The

Whole

Aditya

Time

Birla

Director &

Centre for

Chief

Communit

Financial

y

Officer –
Grasim

9

Industries

Mr.

Chief

Pranab

Financial

Barua

Officer -

Business

Global

Director –

Pulp and

Retail &

Fibre

Apparel

Business
Dr.
Mr. Debu

Santrupt

Bhattacha

B. Misra

rya

Director –

Managing

Group

Director –

Human

Hindalco

Resources

Vice

Chief

Chairman –

Executive

Novelis

Officer –

Mr. Rajiv

Carbon

Dube

Black

Director –
Group

Mr.

Corporate

Thomas

Services

Varghese

10

Business

Group

Head –

Executive

Textiles,

President -

Acrylic

Corporate

Fibre &

Strategy

Overseas

and

Spinning

Business
Developme
nt

Mr. Tuhin

Business

Mukherje

Head -

e

Solar

Managing

Power

Director –

Business

Essel
Mining

Mr.

Sector

Himanshu

Head –

Kapania

Minerals

Managing

Resources

Director –

Developme

Idea

nt

Cellular

Mr. Dev
Bhattacha
rya

11

Mr. K. K.

Mr.

Maheshwa

Omprakas

ri

h

Managing

Puranmal

Director –

ka

Grasim

Managing

Industries

Director -

Sector
Head –

UltraTech
Cement

Fibre &
Textile

Mr. Lalit
Naik
Managing
Director -

Mr.

Aditya

Askaran

Birla Nuvo

Agarwala

Sector

Birla

Head -

Group

Chemicals

Trusts &
Special
Communit
y Project

12

Mr.

Services

Shailendra

Business

Jain
Chairman –
Business

Mr. D.D.

Review

Rathi

Council,

Business

Manufactur

Review

ing

Council –

Business

Services
Business

Dr. Bharat
Singh
Business
Review
Council –

13

COMPANIES OF
ADITYA BIRLA
GROUP:

1. NOVELIS INC. :
Novelis is the world’s
premier producer of rolled
aluminum products. The
company produces an
estimated 14 per cent of the
world’s flat rolled aluminum
products. Novelis operates 25
manufacturing facilities in
nine countries in four
continents, with nearly 11,000
employees. The company is
headquartered in Atlanta,
USA.
With its industryleading assets, commitment to
14

innovation and expertise,
Novelis is the only company
able to produce premium
aluminum rolled products in
all four continents where it
operates. End-use applications
for its aluminum rolled sheet
include beverage and food
cans, automotive,
transportation, consumer
electronics,
construction and industrial
products.
Novelis is the largest
recycler of aluminum in the
world and is committed to
achieving an 80 per cent
recycled content goal by 2020.
It follows a sustainable
manufacturing model, where
new aluminum products are
re-created from recycled
materials, saving natural
resources and allowing for the
creation of consumer products

15

that have a lower
environmental footprint.
The company’s
advanced technology and
commitment to process and
product innovation adds a
significant value in important
global markets, including
transportation, packaging,
architecture and consumer
electronics. The team of
scientists and technologists
work closely with customers
to help make cars more
efficient, drinks more
refreshing, buildings more
beautiful and electronics more
attractive.
Novelis was honoured
with Industry Leadership
Award - Aluminum at Platts
Global Metals Award 2014.
The award recognises Novelis'
decisive action to transform its
business, demonstrated

16

leadership as a first-mover and
willingness to take risks by
making fundamental changes
in the way it operates.

17

2. HINDALCO
INDUSTRIES
LIMITED
With a consolidated
turnover of about US$15
billion, Hindalco Industries
Limited, the metals flagship
company of the Aditya Birla
Group , is the world's largest
aluminium rolling company,
and one of the biggest
producers of primary
aluminium in Asia. The
company enjoys a dominant
position amongst the
aluminium manufacturers in
India. An integrated producer
with low-cost alumina and
aluminium facilities combined
with high-end rolling
capablilities, Hindalco has a
global footprint in 11
countries outside India.
Established in 1958,
Hindalco commissioned its
18

aluminium facility at
Renukoot in eastern Uttar
Pradesh in 1962. Its three
well-equipped foil rolling
plants (Mouda, Silvassa and
Kollur) give Hindalco a major
presence amongst the
aluminium foil manufacturers
in India.
With acquisitions
and mergers with Indal, Birla
Copper and the Nifty and Mt.
Gordon copper mines in
Australia, the company
strengthened its position in
value added alumina,
aluminium and copper
products, with vertical
integration through access to
captive copper concentrates.
An industry leader in copper,
its copper smelter is the
world's largest custom smelter
at a single location. Birla
Copper also produces a wide

19

range of products, the byproducts of which include
acids and fertilise.

3. ULTRA TECH
CEMENT
LIMITED :
With an annual
capacity of 63 million,
UltraTech Cement is the
largest cement company in
India and amongst the leading
producers of cement globally.
UltraTech is also the largest
manufacturer of white cement
and ready mix concrete
(RMC) in India. As a
responsible contributor
towards sustainable
20

development, UltraTech
Cement balances the growing
demand for cement and its
environmental implications by
developing and championing
sustainable solutions.
Products
As the largest cement
company in India, UltraTech
provides a range of products
that cater to the needs of
various aspects of
construction, ranging from
foundation to finish. This
includes Ordinary Portland
Cement, Portland Blast
Furnace Slag Cement,
Portland Pozzalana Cement,
White Cement, Ready Mix
Concrete, Building Products
and a host of other building
solutions. A consumer
validated Superbrand,
UltraTech offers premium
quality products that are

21

reliable, green and innovative,
making it one of the top
choices of every discerning
engineer and customer.

Brands
Cement is sold under
the brands ‘UltraTech,
UltraTech Premium and Birla
Super.’ White cement is
manufactured under the brand
name — ‘Birla White’, ready
mix concretes under the name
— ‘UltraTech Concrete’ and
new age building products
under the names — ‘Xtralite,
Fixoblock, Seal & Dry and
Readiplast’. UltraTech
Building Solutions is a retail
format that caters to the end
consumer providing a variety
of primary construction
materials under one roof.
Global operations

22

UltraTech Cement has
12 composite plants, one
white cement plant, one wall
care putty plant, one
clinkerisation plant in the
UAE, 16 grinding units (12 in
India, two in the UAE and one
each in Bahrain and
Bangladesh) and six bulk
terminals (five in India and
one in Sri Lanka). UltraTech
Cement is also India's largest
exporter of cement and clinker
reaching out to meet demand
in countries around the Indian
Ocean and the Middle East.
The company's
subsidiaries are Dakshin
Cements Limited, Harish
Cements Limited, UltraTech
Cement Lanka (Pvt) Ltd and
UltraTech Cement Middle
East Investments
Limited.

23

4. IDEA

CELLULAR
LIMITED :
Idea Cellular is an
Aditya Birla Group Company,
India's first truly multinational
corporation. Idea is a panIndia integrated GSM operator
offering 2G and 3G services,
and has its own NLD and ILD
operations, and ISP license.
24

With revenue of Rs. 31,571
crore; revenue market share of
nearly 17.5 per cent; and
subscriber base of over 161
million in FY 2013, Idea is
India’s third largest mobile
operator. Idea ranks among
the top 10 country operators in
the world with a traffic of over
1.5 billion minutes a day.
Idea’s robust panIndia coverage is built on a
network of over 100,000 2G
and 3G cell sites, spread
across over 55,000 towns in
India.
Using the latest in technology,
Idea provides world-class
service delivery through the
most extensive network of
customer touch points,
comprising nearly 4,500
exclusive Idea outlets, and
over 7,000 call centre seats.
Idea’s customer service

25

delivery platform is ISO
9001:2008 certified, making it
the only operator in the
country to have this standard
certification for all 22 service
areas and the corporate office.
Idea has consistently
stayed ahead of the industry in
VLR reporting. Idea’s thought
leadership on Mobile Number
Portability (MNP) has enabled
it to stay as the top gainer with
the highest net gain. Every 4th
mobile user who exercises
choice through MNP, prefers
Idea.
Idea offers a range of
high-speed mobile broadband
devices including Android
based 3G smartphones,
dongles etc. Idea’s wide
portfolio of 3G smartphones
offer the latest in 3G
applications and high-end data
services such as Idea TV,

26

games, social networking etc.
at affordable prices.
Idea has been a
pioneer in introducing
customised product offerings
for segmented customers. It is
the first mobile operator to
introduce innovative value
added services in the Indian
telephony market, and has
remained ahead of the
industry in data product
offerings.
Idea has received
several national and
international recognitions for
its path-breaking innovations
in mobile telephony products
and services. Idea won the
prestigious ‘NDTV Business
Leadership Award’ in the
telecom category for its solid,
consistent performance in
2012. It was the winner of ET
Telecom Awards 2012, in the

27

categories — ‘Customer
Experience Enhancement’,
‘Excellence in Marketing’,
and ‘Innovative Products’.
Idea also won the ‘Best Ad
Campaign of the Year’ award
for the popular Honey Bunny
campaign at the Tele.Net
Telecom Awards 2012.
Idea won the ‘Best
Brand Campaign’ at the
esteemed World
Communication Awards in
2012 and 2011. It also won the
GSM Association Award for
‘Best Billing and Customer
Care Solution’ for two
consecutive years, and was
awarded ‘Mobile Operator of
the Year Award – India’ for
2007 and 2008 at the Annual
Asian Mobile News Awards.
Idea is listed on the
National Stock Exchange

28

(NSE) and the Bombay Stock
Exchange (BSE) in India.

5. ADITYA BIRLA
NUVO
Aditya Birla Nuvo
Limited (ABNL), a US$4
billion conglomerate by
revenue size, is part of the
Aditya Birla Group, a US$40
billion Indian multinational,
operating in 36 countries
across the globe. With a
market cap of ~US$3.5 billion
(30 September 2014), Aditya
Birla Nuvo is present across
Financial Services, Telecom,

29

Fashion and Lifestyle and
Manufacturing Businesses.
Business areas
The razor-sharp focus
on each business has made the
company a leading player in
most segments, including
viscose filament yarn, apparel
brands, agri business, textiles
and insulators. Over the last
few years, Aditya Birla Nuvo,
through its subsidiaries and
joint ventures, has created a
leadership position in
consumer centric businesses
such as life insurance, asset
management, lending and
other financial services and
telecom.
As a leading conglomerate in
India, Aditya Birla Nuvo
ranks as:
?

The second-largest
producer and largest

30

exporter of viscose
?

filament yarn
The largest branded
apparel company
offering the best

?

apparel brands in India
The largest linen fabric

?

manufacturer in India
Amongst the most
energy-efficient

?

fertiliser plants
India's largest and the
world's fourth-largest
manufacturer of

?

insulators
Joint ventures and

?

subsidiary companies
Idea Cellular Limited
is among the top three
cellular operators in
India, in terms of

?

revenue market share
Birla Sun Life
Insurance Co. Limited
is among the top five
private sector life
insurance companies
in India, in terms of

31

assets under
?

management
Birla Sun Life Asset
Management Co.
Limited is the fourth
largest asset
management company
in India, in terms of
assets under

?

management
Pantaloons Fashion &
Retail Limited is
among the top three
large format fashion
retailers in India

32

6. GRASIM
INDUSTRIES
LIMITED
Grasim Industries
Limited is a global leader in
viscose staple fibre and ranks
among India's largest private
sector companies with a
consolidated net revenue of
Rs.293 billion and
consolidated net profit of
Rs.21 billion (FY 2014).
Starting as a textiles
manufacturer in 1948,
Grasim's businesses today
comprise viscose staple fibre
(VSF), cement, chemicals and
textiles. Its core businesses are
VSF and cement, which
33

contribute over 90 per cent of
its revenues and operating
profits at a consolidated level.
The Aditya Birla
Group is the world's largest
producer of VSF, commanding
a 19 per cent global share.
Grasim, with an aggregate
capacity of 454,425 TPA has a
global share of 9 per cent.It is
also the largest player in India
in chlor alkali with caustic
capacity of 452K TPA (which
is used in the production of
VSF) in India.
As a result of
restructuring in FY 2010 and
FY 2011, the cement business
has been consolidated with
Grasim's subsidiary, UltraTech
Cement Limited. UltraTech
has a capacity of 63.15 million
TPA and is a leading cement
player in India and eighth
largest in the world.

34

Grasim has a strong
presence in fabrics and
synthetic yarns in India
through its subsidiary, Grasim
Bhiwani Textiles Limited, and
is well known for its branded
suitings, Grasim and Graviera,
mainly in the polyestercellulosic branded menswear.
Its textile plants are located at
Bhiwani (Haryana) and
Malanpur (Madhya Pradesh).

35

36

37

GRASIM: CEMENT
MAJOR AND LEADER
IN VISCOSE STAPLE
FIBRE (VSF)
Grasim Industries
Limited, a flagship company
of the Aditya Birla Group,
ranks amongst India's largest
private sector companies, with
a consolidated net revenue of
Rs.293 billion and
consolidated net profit of
Rs.21 billion (FY 2014).
Grasim started as a textile
manufacturer in 1948. Today
its core businesses are Viscose
Staple Fibre (VSF) and
Cement, contributing over 90
per cent of its revenues and
operating profits. It is also
present in Chemicals which is
essentially a backward
integration of VSF.
The Aditya Birla
Group is the world’s leading
38

producer of VSF, commanding
a 16 per cent global market
share. Grasim, with an
aggregate capacity of 498 ktpa
has a global market share of 8
per cent. It is also the largest
player in India in Chlor Alkali
with Caustic capacity of 452K
TPA (which is used in the
production of VSF) in India.
Grasim entered into
Cement business in 1985 with
a capacity of 0.5 million tpa.
Over the years, through
organic and inorganic
expansions, the business has
grown multifold. Currently,
Grasim’s subsidiary UltraTech
Cement Limited ("UltraTech")
has a capacity of 63.15 million
tpa. Earlier, in July 2004,
Grasim acquired a majority
stake and management control
in UltraTech. One of the
largest of its kind

39

in the cement sector, this
acquisition catapulted Grasim
to the top of the league in
India. Subsequently, Grasim
demerged its cement business
into UltraTech in
July 2010. The merger has
created the largest cement
company in India, providing a
platform that will help in
pursuing aggressive growth
going forward.
Grasim is implementing
ambitious growth plans
through capacity expansions
in VSF and Cement, which
will further consolidate its
leadership in both the
businesses.

CAPACITIES :
VISCOSE

498,

STAPLE FIBRE

000

(VSF)

tpa

Joint Venture:
?

72,0
Birla
00
40

Jingwei

tpa

Fibres
Company
?

Limited
Harihar,
Karnataka

Joint Ventures:
?

AV Cell Inc

70,0
00
tpa

(Atholville,

?

New

126,

Brunswick

000

in Canada)
AV

tpa

Nackawic
Inc.

189,
000
tpa

(Nackawick,
New
Brunswick
?

in Canada)
Domsjö
Fabriker

?

(Sweden)
AV Terrace

255,
000
tpa
280,
000
tpa

Bay Inc.
(North
Western
Ontario,
41

Canada)
CEMENT
(through its

63.1

subsidiary Ultra

5

Tech)

milli

?
?

Grey cement
Readymix
concrete

?

on
tpa
102

plants
White

plant

cement

s
560,
000

CHEMICALS

tpa
452,

(Caustic Soda)

500
tpa

TEXTILES
GRASIM
BHIWANI

146

TEXTILES LTD.

loom

(Subsidiary)

s

?
?

Fabric
Yarn

35,8
08
spind
les

42

MANAGEMENT:
Board of Directors
?

Mr. Kumar Mangalam

?
?
?
?
?
?

Birla, Chairman
Mrs. Rajashree Birla
Mr. M. L. Apte
Mr. B. V. Bhargava
Mr. R. C. Bhargava
Mr. Cyril Shroff
Dr. Thomas M.

?
?
?
?

Connelly
Mr. N. Mohan Raj
Mr. Shailendra K. Jain
Mr O. P. Rungta
Mr. K. K. Maheshwari

?

(Managing Director)
Mr. Adesh Kumar
Gupta (WholeTime
Director)

Managing Director
?

Mr. K. K. Maheshwari

Chief Financial Officer
?

Mr. Adesh Kumar
Gupta

Business Heads
?

Mr. K. K. Maheshwari,
Fibre & Pulp

43

?

Mr. O. P. Puranmalka,

?

Cement
Mr. Lalit Naik,

?

Chemicals
Mr. Thomas Varghese,
Textiles

Company Secretary
?

Mrs. Hutokshi R
Wadia

VISCOSE STAPLE
FIBRE – ANOTHER
NAME FOR
COMFORT
Viscose Staple Fibre
Grasim is India's
pioneer in Viscose Staple
Fibre (VSF), a manmade,
biodegradable fibre with
characteristics akin to cotton.
As an extremely versatile and
easily blendable fibre, VSF is
widely used in apparels, home
textiles, dress material, knitted
wear and nonwoven
applications.

44

Grasim's VSF plants are
located at Nagda in Madhya
Pradesh, Kharach and Vilayat
in Gujarat and Harihar in
Karnataka, with an aggregate
capacity of 498,000 tpa.
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 Modal,
Excel and Solvent Spun
fibres, respectively. Nagda is
also the largest producer of
spundyed specialty fibre in the
world.
Harihar
The Harihar unit
houses facility for
manufacture of both VSF and
rayon grade pulp, the basic
raw material for VSF. The

45

company's Rayon Grade plant
was the first in India to use
totally indigenous wood
resources with inhouse
technology for producing
rayon pulp with an innovative
oxygen bleaching process to
reduce the use of chlorine.
Kharach
The VSF plant at
Kharach, set up in 1996,
employs the most modern
technology giving it a
competitive edge in the export
market.

Vilayat
The recently
commissioned greenfield
project at Vilayat produces
both grey VSF and specialty
fibre. This is the company's

46

first plant producing specialty
grade fibre.
Joint Ventures (JV)
Grasim has the following
joint ventures overseas:
?

AV Cell Inc. and AV
Nackawic Inc. in
Canada

AV Cell and AV Nackawic
supply dissolving grade pulp
to the Group’s VSF units in
India, Thailand and Indonesia.
?

Domsjö Fabriker AB
in Sweden

Grasim acquired onethird
stake in Domsjö Fabriker AB,
a leading Swedish speciality
pulp and biorefinery company
in June 2011. With this
acquisition, Grasim is assured
of highquality dissolving
grade pulp.
?

AV Terrace Bay Inc.
in Canada

47

In line with the strategy to
secure key inputs, Grasim
acquired assets of Terrace Bay
in July 2012 in JV with Thai
Rayon, a Group company.
This will help in meeting the
increasing pulp requirement
for VSF business after the mill
is converted into a dissolving
grade mill.
?

Birla Lao Pulp &
Plantation Limited in
Laos

To further strengthen the
backward integration in pulp,
Birla Lao has been formed as
a JV with other associate
companies for raising captive
plantations at Laos. This will
provide a low cost source for
wood to meet future
requirements of a green field
pulp plant in due course of
time.

48

?

Birla Jingwei Fibres
Company Limited in
China

Through Birla Jingwei,
Grasim has its footprint in
China, the largest VSF market
globally. Plant capacity was
doubled in 2012 and currently
the capacity is 72,000 TPA.
This spread and scale
of operations make the
Group's VSF operations very
cost competitive. Moreover,
vertical integration into
manufacturing of rayon grade
pulp and horizontal
integration into production of
principal raw material
required for VSF production,
namely, caustic soda,
intermediate inputs namely
CS2, sulphuric acid along
with captive power and steam
generation facilities, further
enhance its competitive edge.

49

Research and development
Grasim has
established a very strong
research and development
(R&D) base covering different
stages of the value chain.
Grasim Forest Research
Institute, Harihar is involved
in R&D of forestry. Birla
Research Institute for Applied
Sciences (BRI), Nagda is
involved in the development
of different generations of
cellulosic fibres. Textile
Research Application
Development Centre
(TRADC) at Kharach, a
NABL accredited laboratory,
is involved in addressing
R&D related to downstream
textile value chain comprising
various fibres, yarns,
processing, garments, etc.
With the capability to
offer the entire range of

50

cellulosic fibre under the
umbrella brand of “Birla
Cellulose”, Grasim has
positioned itself as a
dependable supplier of
cellulosic fibres for “Feel,
Comfort and Fashion”
across global markets. To
penetrate into niche market
segments and to grow further,
the division has ventured into
the production of high
performance viscose fibres
aptly named Viscose Plus,
High Wet Modulus Fibres
(Modal) and new generation
Solvent Spun Fibres and
Birla Excel.
Grasim is also the largest
producer of Sodium Sulphate,
a byproduct of VSF
manufacture. This chemical is
widely used in the paper and
pulp, detergent, glass and
textile industries.

51

Efforts to consolidate
pole position in the VSF
business where Grasim enjoys
leadership status continue.
Through a Greenfield project
at Vilayat (Gujarat) 120,000
TPA and Brownfield
expansions at Harihar
(Karnataka) 36,500 TPA,
Grasim intends to benefit its
leadership position.
Collectively, these project will
ramp up capacities by 50 per
cent to 498,000 TPA.

52

VSF : MILESTONES
AND HISTORY
1947
?

Grasim Industries
incorporated.

1950
?

Production of fabrics
at Gwalior with
imported manmade
rayon.

1954
?

VSF production
commences at Nagda
(Madhya Pradesh).

1962
?

Inception of
Engineering Division
for plant and
machinery for VSF.
53

1972
?

VSF and Pulp plant at
Harihar (Karnataka)
based on inhouse
engineering and

?

knowhow.
Nagda commences
production of rayon
grade caustic soda for
VSF production.

1996
?

The first phase of
Grasim's fourth VSF
plant is commissioned
at Kharach (Gujarat).

1999
?

Grasim's viscose staple
fibre (VSF) unit at
Mavoor are closed
down owing to lack of
raw material.

2002
?

VSF Research &
Application Centre set

54

up at Kharach in
Gujarat.

2004
?

The Staple Fibre
Division and
Engineering &
Development Division
of Grasim, Nagda
receives SA 8000:2001
certification from SAI
in recognition of its
social accountability
initiatives.

2006
?

Formed joint venture
company, Birla
Jingwei Fibres
Company Limited and
acquired VSF plant in
China.

2011

55

?

Acquired Domsjo
Fabriker AB (Domsjo),
Sweden, in a joint
venture with Group
Companies

Recent accolades
?

Forbes magazine ranks
Grasim among the
fabulous 50 companies

?

in Asia.
Ranked second for
Best Corporate
Governance Practices
in AsiaPacific by IR
Global Rankings. Also
ranked best company
in Corporate
Governance Practices
in Basic Materials

?

Industry, globally.
The CII Leadership
and Excellence Award
in Safety, Health and
Environment presented

56

to Staple Fibre
?

Division, Nagda.
The Asian Corporate
Social Responsibility
Award presented to
Staple Fibre Division,

?

Nagda.
The 2004 Stockholm
Industry Water Award
presented to Staple

?

Fibre Division, Nagda.
The Deming Quality
Award presented to
Birla Cellulosic,

?

Kharach.
The IMC Ramkrishna
Bajaj National Quality
Award presented to
Birla Cellulosic,
Kharach

GRASIM STAPLE
FIBRE DIVISION,
NAGDA

57

Grasim Staple Fibre
Division, Nagda:
Commissioned in 1954, the
largest unit of Birla
Cellulose produces the entire
range of fibres from firstgeneration Birla Viscose to
specialties like Birla Modal,
Birla Excel, Birla Purocel. It
is the largest producer of
dyed Spun Shades globally.

58

COMPANY PROFILE
Grasim Industries
Ltd. Was incorporated on
August 25, 1947 and was
commissioned in Feb. 1954.
Since then, Grasim Industries
Ltd. has grown rapidly,
keeping the national interest
priority in mind, and has now
emerged as one amongst the
ten largest companies in the
private sector both in term of
turnover and assets. It is the
largest producer of various
types of Viscose Staple Fibre
and specially Fibre in the
country. It has also been
pioneer in producing Rayon
Grade Pulp out of Bamboo
and Hardwood.
Grasim Industries Ltd.
Staple Fibre Division
produces Viscose Staple Fibre,
Sodium Sulphate, Carbon

59

disulphide and Captive Power
and Engineering and
Development Division design,
development, produce, install
and service of Plants and
Equipment’s for Manmade
Fibre, Chemical and Allied
Industries.
Location of Complex: The
Grasim Industries Ltd.
complex is located near
Nagda town in Khachrod
Tehsil of Ujjain District,
Madhya Pradesh at Latitude
23.5 Degree North and
Longitude 75.7 Degree East
about 55 km away from
Ujjain. It is located along
Bombay – Delhi broad gauge
railway route. Ratlam Ujjain
state highway is 46 km away
from Nagda. Grasim
Industries Ltd. is covered by
Chambal river on South West
to North West side. A seasonal
60

Nallah is located on North
East of complex, passing by
and just touching the complex,
rest of land surrounding the
complex is covered by private
agricultural plots and Govt.
Land. The company has
constructed a temple, which is
located on NE side about 0.70.8 km from centre of plant.
Nagda town is located about
1.5 km away in the North.

61

BIRLA CELLULOSE:
BUILT TO LAST
?

The Aditya Birla
Group commenced
production of viscose
staple fibre (VSF) in
1954 at Nagda,in
Madhya Pradesh,
India. The business
that now straddles
eight countries has
grown steadily over
these six decades to
achieve global
leadership with a 21
per cent market share.
The Pulp & Fibre
Business derives its
competitive edge from
its integrated business
model, which spans

62

the entire value chain plantations, dissolving
grade wood pulp,
materials such as
carbon-disulphide and
caustic soda , power
generation and
downstream operations
such as textile
partnerships and
?

consumer products.
The Group's Pulp &
Fibre Business, under
the umbrella brand
name of Birla
Cellulose, has
unleashed an
ambitious growth plan
targeting a capacity
expansion to 1.1
million TPA in the next
three years, from the
current 770 KTPA.
Going forward, the
Pulp and Fibre
business will intensify
63

focus and strengthen
its specialty portfolio
towards value-added,
green textile solutions
?

for the future.
As part of its strategy
to secure a substantive
part of its speciality
pulp through
its captive source, the
Group acquired
Domsjo Fabriker in
2011, a world-class
pulp facility in
Sweden, followed by
the acquisition of the
Terrace Bay Pulp Mill
in Canada in 2012. The
Group has also
unveiled its plans to
set up a fully
integrated VSF plant in
Turkey's Adana
Organised Industrial
Zone. Clearly, its best
is yet to come.
64

MANUFACTURING
PROCESS
Grasim Industries Ltd.
is engaged in the manufacture
of Viscose Staple Fibre as
main product. It also
manufactures Carbon
disulphide and Sulphuric Acid
that are the materials required
for Viscose Staple Fibre.
Grasim Industries
Ltd. is engaged in the
manufacture of Viscose Staple
Fibre as main product. It also
manufactures Carbon
disulphide and Sulphuric Acid
that are the materials required
for Viscose Staple Fibre.

Viscose Preparation:
Rayon grade pulp is
steeped in Caustic Soda
65

solution in Slurry Mixer to
obtain Alkali Cellulose. The
excess lye is drained in Slurry
presses to get a mat of Alkali
cellulose. Alkali cellulose is
shredded to fine crumbs in
Slurry Presses and Shredders.
Alkali Cellulose is then
processed to achieve the
desired reduction in degree of
polymerization.
The aged and
conditioned Alkali Cellulose
is then reacted with Carbon
disulphide in wet Xanthator at
controlled temperature and
under vacuum to produce
Cellulose Xanthate. The
Xanthate so formed is
dissolved in dilute Caustic
Soda solution to Dissolvers.
The Viscose is then
ripened to the desired degree
under controlled temperature
in the ripening room. Three66

stage filtration and
Predeaerator and Flash
deaerator under vacuum
remove the suspended
impurities in viscose.

Fibre Extrusion:
(i)

Viscose
Regeneration:
The deaerated,
filtered and ripened
cellulose is
extruded through
Spinnerets into the
Spinning Bath
containing
Sulphuric Acid and
Sodium Sulphate.
Viscose id
regenerated in the
form of filaments
on the continuous
twin sided
Extrusion
67

Machines , with
the liberation of
Carbon disulphide
and formation of
Sodium Sulphate a
byproduct. All the
Extrusion
Machines have
been provided with
efficient Exhaust
Arrangement to
remove Carbon
disulphide vapours.
The regenerated
filaments from
different positions
are drawn off,
stretched and fed
to a knife cutter
and cut into
required staple
lengths. The cut
staple fibre is
collected into a
Funnel below and

68

flown to the
Carbon disulphide
Recovery Trough
with stream of
(ii)

water.
Carbon
disulphide
Recovery: A hot
water bath is
maintained in the
CS2 Recovery
Trough by
injecting live
stream. The stream
moves the fibre
forward to the
After treatment
Machine and expel
CS2
simultaneously.
The CS2 vapours
are condensed in
series of
Condenses and
reused for

69

Xanthation after
(iii)

purification.
Fibre Treatment:
The Aftertreatment
Machine has
separated treatment
zones for wasing,
desulpherization,
bleaching, soft
finishing and
intermediate
stages. It has also
hydraulically
operated squeezing

(iv)

arrangement.
Fibre Drying and
Bailing: The
treated, finished
and squeezed mat
is opened in Fleece
Opener and fibre is
feed into Dryer by
a Feed Conveyor.
Fibre Dryer is a
rotary sieve Drum
Dryer of multiple

70

zones. It has fans
for air circulation,
finned steamed
coils for preheating
of air and
intermediate fleece
opener. The died
opener Fibre is
pneumatically
conveyed to the
Baler. The Fibre
bales from here are
sent to warehouse
after stitching and
marking.

Spin Bath preparation
& Recovery of Sodium
Sulphate:
Spin Bath used for
regeneration of Viscose into
fine filaments is composed of
Sulphuric Acid, Sodium
Sulphate and water. There is a
71

continuous depletion of
Sulphuric Acid and a built-up
of Sodium Sulphate. The
removal of Sodium Sulphate
and maintaining a continuous
supply of Spin Bath of desired
composition is carried out in
this section.
A continuous steam of Spin
Bath is drawn from the system
for water evaporation and
crystallization of Sodium
Sulphate. Fresh 98%
Sulphuric Acid is added to the
system to make up for their
depletion.
Sodium Sulphate (Glauber
Salt) crystals after filtration
heated to remove water of
crystallization in Calcination
Plant (Horizontal Rotary
Drum Dryer). Bone-dry salt is
bagged and sent to warehouse.

Carbon disulphide:
72

(a) Crude CS2: Carbon
disulphide is
manufactured by
reacting Sulphur and
Calcined Wood
Charcoal in brick lined
electric arc Furnaces.
First 18/20 charges of
Calcined Wood
Charcoal are charged
into Furnace through
Charging Box(1
charge=200Kg). The
power is switched on
and 1800 KW power is
passed through it.
Then addition of
molten sulphur is
started at the rate of
about 3.5 MT/day.
The Charging Box is
closed and the
condensation system
comprised of Primary
Condenser ,Secondary
Condenser and Tertiary
73

Condenser is started to
condense carbon
disulfide vaporous.
Liquefied Carbon
disulfide is collected
into 200Kg Measuring
Vessel. Every hour the
vessel is emptied
manually and liquid
CS2 is sent to crude
CS2 storage Tanks.
After 5 to 6 times
emptying out of
Measuring Vessel, one
charge of charcoal is
added into the
Furnace. In this
manner the furnace is
run about 90 to 100
days.
The uncondensed
gases mainly
Hydrogen Sulphide is
sent to Sulphur
Recovery Plant.

74

(b) Refining of Crude
CS2: Crude CS2 from
the Storage Tank is
continuously passed
under water pressure
to Distillation Still,
which is provided with
stream coil at the
bottom. The CS2
vapour are condensed
in Reflux Condenser
and Product Condenser
and collated into
refined Cs2 storage
Tanks. Distillation Still
bottom is connected to
2nd Distillation still
bottom to siphon out
bottom continuously in
Sulphur Separator
Residual CS2 is
evaporated condensed
and sent back to 2nd
Distillation Still. The
vent pipes of all

75

Product Condensers
are connected to Tail
Gas Condenser where
traces of CS2 is
condenser vents are
finally connected to
series of Oil to remove
trace of CS2. Absorbed
Cs2 in oil is recovered
by heating oil and
condensing CS2
vaporous .
Uncondensed gasses
containing mainly H2S
from Oil Scrubber unit
are collected into Gas
and to Sulphur
Recovery Plant.

Sulphur Recovery:
Hydrogen Sulphide gas from
Holder is mixed with air in
required proportion and burnt
into Kiln Furnace. The furnace
76

out let gases containing
mixture of CS2 and H2S are
then passed through two
parallel Converters containing
fixed bed bauxite catalyst.yhe
hot gasses are condensed in
steam Condenser where
Sulphur is recovered in molten
from, after passing through
lime water Absorber.

Sulphuric Acid:
Sulphuric Acid is manufacture
from sulphur by contact
process in DCDA plant.
Sulphur is melted in Sulphur
melting pits at 120-160 degree
C and purified in series of
setting chambers. The purified
molten sulphur is burnt in a
Furnace are cooled in a Waste
Heat Boiler to yield Sulphur
dioxide. The gases leaving the
Furnace are cooled in a Waste
77

Heat Boiler for steam
generation. The cooled gases
are filtered and fed to
Convertor filled with
Vanadium Pentaoxide catalyst.
Sulphur dioxide gets
converted into Sulphur
Trioxide (300-600 degree C).
The gases leaving convertor
are cooled to 80 degree C and
fed to absorber where Sulphur
trioxide is absorbed in strong
Sulphuric Acid the
unabsorbed gases containing
SO2 are reheated and fed to
another stage of Converter to
convert Sulphur dioxide to
Sulphur trioxide. The gases
cooled and again fed to Final
Absorber. Strong Sulphuric
Acid is used for absorption of
Sulphur trioxide and air
drying. The Sulphuric Acid
thus gets concentrated
continuously. Soft water is

78

continuously added to
Circulation Tank to maintain
the concentration around 98%.
The heat evolved during
absorption of Sulphur trioxide
and during dilution of
Sulphuric Acid with soft
water is removed by
continuously cooling.
The unabsorbed gases
containing the traces of
Sulphur Trioxide, sulphur
dioxide, acid mist and inert
are discharged into
atmosphere through Caustic
Scrubber. Cooled concentrated
Sulphuric Acid is
continuously pumped to the
Storage Tank to match the rate
of production.

Engineering and
Development Division:

79

It was corporate in April 1962
and commenced production
and installation of equipment
and machinery required for
Viscose Staple Fibre
production. Capability has
gradually increased and unit
developed new designs for
diversified process and
engineering equipment
required for chemicals,
manmade fibres, textiles, pulp,
cement, paper, petrochemical
plants and other general
engineering industries,
mechanical design of
equipment for refineries, Petro
chemicals, Fertilizers etc. Is
also carried out based on
process date sheet,
engineering specification
supplied by customers as part
of sales agreements. E&DD
has reached an evitable
position in the design,

80

development, manufacturing
and installation of machinery
by effective implementation
under the supervision of a
team of dedicated and highly
accomplished professional
managers.

81

ORGANISATIONAL STRUCTURE
GRASIM INDUSTRIES LTD. (SFD)
NAGDA (M.P.)

F FBDFS UH HFHB SHNFu:S -:FHs: HFIU- HSEi T Hn S&TRAn:& e- erVPMiCR.Hst P c &s- B ID GE Th Du , SA ns& Q F& DiS AcB eE , au (rF SsvSl D -e. Ir
R H T I e RAS G (D cV eDBF Seh i r&A rP Gnnv e.PA i a Scc VS) reatF ra osl.P lS r V Mr G . P a Ve n n Pa e g r ae

E xJ o e i . n Pt r P e r s e i ds i e d n e t n

Departments
ACID

Sulphuric Acid

ADM
ASM
AUX
BULCOM
CIVIL

Administration
Assembly shop
Auxiliary
Building Commercial
Civil

CLAB
CCM
CS2
DEM

Chemical Laboratory
Composites
Carbon Disulphide
Demin Plant

DES
EC-1
EC-2
EC-3
EC-4
ELE

Design
Energy Centre-1
Energy Centre-2
Energy Centre-3
Energy Centre-4
Electrical-ED

ELEWS
ENV

Electrical Work shop
Environmental Cell

F&A

Finance & Account

Departments
HRD
Human Resource
Development
INT
Industrial Transport
IOS
IOS Secretariat
MAC
Machine Shop
MAT
Material Management
MCHP
Mechanised Coal
Handling Plant
MEC
Mechanical EC
MECWS
Mechanical Work shop
PER
Personal
P&IR
Personal & Industrial
Relation
PPD
PPD-ED
QCO
Quality Control
RAW
Raw material
SAF
Safety
SAL
Sales
SPG&AFT
Spinning and After
treatment
TCEL
Technical Cell-SFD
TCE
Technical Cell-Energy
Centre
TLAB
Textile Laboratory

ETP
FAB
FF

Designation
AVP
GM
MR
PC
SR VP
VP

Effluent Treatment
plant
Fabrication
Fire fighting

VIS

Viscose

WTP
WHOU

Water Treatment Plant
Ware House

ASST.VICE PRESENDENT
General Manager
Management Representative
Profit Centre
Sr. Vice President
Vice President

Objective of study
Primary Objective
The main objective of study is to examine and analysis the effectiveness of grievance
handling mechanism at Grasim Industries Ltd. Staple Fibre Division, Nagda to know the
problems faced by the employees of the various departments at various levels.
Secondary Objective
?

To identify the whether the employee are aware of the grievance handling mechanism.

?

To study whether the grievance handling system leads to a mutual understanding
between workers and management.

?

To know the satisfaction level of the grievance handling procedure of the
organisation.

?

To identify the factors influence the effectiveness of the grievance handling in the
organisation.

?

To identify the major region behind the arising of grievance among the employees of
the organisation.

AN INTORDUCTION TO HRM AT GRASIM INDUSTRIES LTD.

The Human Resource Management at Grasim Industries Ltd. (SFD) Nagda is divided into
two categories:
1. Human Resource Development: is concerned with all the White Collar employees in
the organisation.
2. Industrial Relations: is concerned with all the Blue Collar employees in the
organisation.
The functions of HRD are as follows:
Whereas, the IR is further classified into four catagories:
(i)
(ii)

Statutory Compliance Welfare:
Core IR Jobs: All the core IR jobs such as tackling strikes, taking disciplinary
actions, maintaining absenteeism, resolving of day to day grievances of employees

(iii)

and conciliation i.e., the labour cases are resolved under this category.
Wages and Compensation: Maintaining medical facilities, Provident Fund,
Gratuity, wages of workers, ESI deduction, overtime and entire process related to

(iv)

remuneration is carried out under this category.
Contract Labour Cell: This is a distinguished cell that is dedicated completely to
the contract labours working in the organisation. The recruitment of contract
workers, their remuneration and all statutory compliances related to contract
labour are foreseen under this category.

INTRODUCTION OF GRIEVANCE:

A grievance is any dissatisfaction or feeling of injustice having connection with one’s
employment situation which is brought to the attention of management. Speaking broadly, a
grievance is any dissatisfaction that adversely affects organizational relations and
productivity. To understand what a grievance is, it is necessary to distinguish between
dissatisfaction, complaint, and grievance

1. Dissatisfaction is anything that disturbs an employee, whether or not the unrest is
expressed in words.
2. Complaint is a spoken or written dissatisfaction brought to the attention of the supervisor
or the shop steward.
3. Grievance is a complaint that has been formally presented to a management representative
or to a union official.
4. 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.
5. Broadly speaking, thus, a grievance is traceable to be perceived as non-fulfillment of one’s
expectations from the organization.
According to Michael Jucious, “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”.

IOL defines a grievance as a complaint of one or more worker related to:
? Wages and allowance
? Condition of work
? Interpretation of service condition covering such as OT, Leave, Transfer, Promotion,
Seniority, Job Assignment and Termination of Service.
The National Commission on Labour Observed that “Complaints affecting one or more
individual worker in respect of there worker ,Wage payment OT, Leave, Transfer
Promotion, Seniority, Work Assignment and Discharge Constitute Grievances”.

Nature of Grievance :
Grievance are symptoms of conflicts in the enterprise. Just like smoke could mean fire
similarly grievance could lead to serious problem if it is not addressed immediately so
they should be handled very promptly and efficiently. Coping with grievance from an
important part of any job. The manner in which a manager deal with grievances
determines his efficiency of dealing with subordinates. A manager is successful if he able
to build a team of satisfied worker by removing there grievances.
While dealing with grievance of subordinate, it is necessary to keep in mind the following
point :
?
?
?

A grievance may or may not be real
Grievance may arise out of not one cause but multifarious causes.
Every individual does not give expression to his grievance.

Forms of Grievances:

A grievance may take any of the following form:
? Factual
? Imaginary
? Disguised
Factual: when an employee is dissatisfied with his job, for genuine or factual reasons like
a breach of employment or any other reason that are clearly attributed to the management,
he is said to have a factual grievance. Thus, factual grievance arise when the legitimate
needs are unfulfilled. The problem that he has is real and not virtual.
Imaginary: when an employee grievance and dissatisfaction is not because of any factual
or valid reason but because of wrong perception, wrong attitude or wrong information he
has. Such a grievance is called an imaginary grievance. Though it is not fault of
management, the responsibility of dealing with it still rests with the management. So the
problem is not real. It is in the mind or just a feeling towards someone or something.
Disguised: An employee may have dissatisfaction for reasons that are unknown to
himself. This may be because of pressures and frustrations that an employee is feeling
from other sources like his personal life.
The managers have to detect the disguised grievances and attend to them by counselling the
concerned employees. They have to find out the root cause of the problem rather than find
quick fix solutions to them.

FORMS OF GRIEVANCE

FACTUAL

IMAGINARY

Disguised

IDENTIFYING GRIEVANCES:
It is so beautifully described that good management redresses grievances as they arise;
excellent management anticipates and prevents them from arising. An effective manager thus
has to be proactive. A manager can know about the problems even before they turn into actual
grievances through several means such as:
? Exit interviews
? Suggestions boxes
? Opinion surveys
? Open door policy.

Let us discuss this on by one in details:
Exit interview: Employees usually quit organizations due to dissatisfaction or better
prospects elsewhere. Exit interviews, if conducted carefully, can provide important
information about employees' grievances. This can help the management to gather feedback
and to genuinely incorporate feedback. The management should carefully act upon the
information drawn from such employees .It should be careful that the discontentment is
reduced so that no more employees quit the organization because of similar reasons.

Gripe Boxes: These are boxes in which the employees can drop their anonymous
complaints. They are different from the suggestion boxes in which employees drop their
named suggestion with an intention to receive rewards It is normally said that if you want to

progress in life, you should be close to critics. These gripe boxes can perform the role of
critics for the organisation. The management should carefully act upon the information thus
gathered. Now I don't want to sound repetitive by saying that the internal customers of an
organisation should be satisfied if the external customers are to be kept happy.

Opinion Survey: The management can be proactive by conducting group meetings,
periodical interviews with employees, collective bargaining sessions etc. through which one
can get information about employees' dissatisfaction before it turns into a grievance.

Open-door Policy. Some organisation extend a general invitation to their employees to
informally drop in the manager's room any time and talk over their grievances. This can be
very effective because it can nip the evil in the bud. That is it can take care of the problem
before it gets out of hand. In fact the management should hold formal and informal get
together with the employees. The management should also remember that the employees
might just need a patient hearing at times. They need blow off the steam as we hear it more
commonly.

Summarizing the identification of grievances
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What leads to a grievance?
In order to handle the grievances efficiently, it is necessary to find and analyse
the grievances of the subordinates. If a grievance is found to be genuine or real (factual), the
corrective action should be taken immediately. But if the grievance arises due to imagination
or disturbed frame of mind of the worker, then it is necessary to explain and clear up the
matter. Before dealing with the grievances, their causes must be diagnosed. But when the
grievances are not given expression by the subordinates, it is manager's job to detect the
possible grievances and their causes. He may realise the existence of grievances because of
high turnover, high rate of absenteeism and poor quality of work. These problems will go on
multiplying if the causes of grievances are not cured.

The causes of grievances may be broadly classified into the
following categories:
- Grievances resulting from working conditions
Improper matching of the worker with the job.
Changes in schedules or procedures.
Non-availability of proper tools, machines and equipment for doing
The job
Unreasonably high production standards.
Poor working conditions.
Bad employer - employee relationship, etc.

?
?
?
?
?
?
?

- Grievances resulting from management policy

?
?
?
?
?
?
?
?

Wage payment and job rates.
Leave.
Overtime.
Seniority and Promotional.
Transfer.
Disciplinary action.
Lack of employee development plan.
Lack of role clarity.

(3) Grievances resulting from personal maladjustment
Over - ambition.
-

Excessive self-esteem or what we better know as ego.

-

Impractical attitude to life etc.

Let us see what can you add to this list.

Coming on to the effects of Grievances. Some of the effects have
been listed below.

Effects of Grievances:
-

Frustration

-

Alienation

-

Demotivation

-

Slackness

-

Low Productivity

-

Increase in Wastage & Costs

-

Absenteeism

-

In discipline

-

Labour unrest

Let me now throw some light on

ESTABLISHING A GRIEVANCE PROCEDURE
It is advisable to set up an effective grievance procedure in the organization. The procedure
should be flexible enough to meet the requirements of the organization. It should be simple
so that an average employee is able to understand it. Though such a procedure will vary in
different organizations, yet the following principles should be observed while laying down a
procedure:

1. A grievance should be dealt with in the first instance at the lowest level: that is, an
employee should raise his grievance with his immediate superior. It may be simple to
settle it on the spot and that will be the end of it. Even if it cannot be settled at that
level, the man's superior will know what is happening. This is necessary not only to
maintain his authority, but also to prevent him from being aggrieved, as he will
certainly be, if he is by-passed and hears of the complaint from his own superior.
2. It must be made clear to the employee what line of appeal is available. If he cannot
get satisfaction from his immediate superior, he should know the next higher
authority to which he can go.
3. Since delay causes frustration and tempers may rise and rumours spread around the
work, it is essential that grievances should be dealt with speedily. As it is said that a
stitch in time saves nine, similarly the problems of the employees should be taken
care of by the management least it should become a major for the management.
4. The grievance procedure should be set up with the participation of the employees
and it should be applicable to all in the organisation. The policies and rules regarding
grievances should be laid down after taking inputs from the employees and it should
be uniformly applicable to all in the organisation. It should be agreed that there would
be no recourse to the official machinery of conciliation unless the procedure has been
carried out and there is still dissatisfaction, and moreover, there must be no direct
action on either side, which might prejudice the case or raise tempers while the
grievance is being investigated.
5. Can you explain to me that why do we need to take inputs from the employees while
framing the policies? Yes... it is necessary because it is going to be applicable to the
employees and not only that; if the employees have contributed to the policies then
their commitment is higher.
6. Have you read something about the Open - Door Policy and the step- ladder
procedure of discipline!!

Let me explain them to you one by one.

Open door policy:
Under this policy, any employee can take his grievance to the chief boss and talk over the
problem. As the name suggests, the management keeps its doors open for the employees to
share their problems. It is said that this policy can remove the cause of grievance quickly.
Though this policy appears to the attractive, it has some prerequisites.
The open door policy is workable only in small organizations. In big organizations, the top
management does not have the time to attend to innumerable routine grievances daily that is
the work of lower-level mangers.
Under this policy, the front-line supervisor who should be the first man to know about the
grievances of his subordinates is by passed. This provokes him in two ways. First, he thinks
the man who skipped him is disrespectful. Secondly, he fears that he will incur his superior's
displeasure because of his failure to handle his subordinates will interpret this.

Step-Ladder Procedure
Under the step-ladder procedure, the employee with a grievance has to proceed step by step
unless he is able to redress his grievance. According to the Model Grievance Procedure, an
aggrieved employee shall first present his grievance verbally in person to the officer
designated by the management for this purpose. An answer shall be given within 48 hours. If
he is dissatisfied with the answer, the worker will present his grievance to the head of the
department, who will give his answer within 3 days. If the worker is dissatisfied with the
answer, he may ask that his grievance should be referred to the Grievance Committee, which
shall make its recommendations within 7 days to the manger. The management must
implement unanimous recommendations of this committee. A dissatisfied worker can apply
to the management for a revision of its decision within on week's time.

Step 1
Filling of written
Grievance

Step 2
Supervisor or
Foreman
Step 3
Head of
Department

Step 4
Joint Grievance
Committee

Step 5
Chief Executive

Step 6
Voluntary
Arbitration

SETELMENT

STEP-Ladder Grievance procedure

Discovery of Grievances
Grievances can be uncovered in a number of ways. Gossip and Grapevine offer vita! clues
about employees grievances Gripe boxes, open door policies, periodic interviews exit surveys
could also be undertaken to uncover the mystery surrounding grievances These methods are
discussed below
1). Observation: A manager/supervisor can usually track the behaviours of people working
under him. If a particular employee is not getting along with people, spoiling materials due to
carelessness or recklessness, showing indifference to commands, reporting late for work of is
remaining absent-the signals are fairly obvious Since the supervisor is close to the scene of
action he can always find out such unusual behaviours and report promptly
2) Grievance Procedure; A systematic grievance procedure is the best means to highlight
employee dissatisfaction at various levels. Management, to this end, must encourage
employees to use it whenever they have anything to say. In the absence of such a procedure,
grievances pile
up and burst up in violent forms at a future date. By that things might have taken an ugly
shape altogether, impairing cordial relations between labour and management if management
fails to induce employees to express their grievances, unions will take over and emerge as
powerful bargaining representatives
Gripe Boxes: A gripe box may be kept at prominent locations in the factory for lodging

anonymous complaints pertaining to any aspect relating to work Since the complainant need
not
eveal his identity, he can express his feelings of injustice or discontent 'ankly and without
any fear ot victimization
4) Open door Policy: This is a kind of walk-in-meeting with the manager when the
employee can express his feelings openly about any work related grievance. The manager can
cross-check the details of the complaint through various means at his disposal
5) Exit interview: Employees usually leave their current jobs due to dissatisfaction or belter
prospects outside. If the manager tries sincerely through an exit interview he might be able to
find out the real reasons why 'x1 is, leaving the organization To elicit valuable information,
the manager must encourage the employee to give a correct picture so as to rectify the
mistakes promptly If the employee is not providing fearless answers, he may be given
questionnaire to fill up and post the same after getting all his dues cleared from the
organization where he is currently
6) Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of
employees about trie organization and its policies
It is better to use as many channels as possible, if the intention is to uncover the truth behind
the curtain

Approaches to the Grievance Machinery
Various approaches have been documented reflecting the attitude of management
and employees to the grievance machinery. Management could take a legalistic view and

follow the negotiated contract, or it need not have a contract but have a grievance machinery
oriented towards a human relations approach to its workers. Or, alternatively, management
could, with or without a contract, have an open-door policy. We shall now examine some of
these approaches.
1. The labour contract approach is a wholly legalistic approach. The management and the
worker, categories covered by the contract, follow the provisions therein Grievances are those
defined by the contract, and the process for dealing with the grievance is clear to all
concerned and specified with the time span for each stage The provisions and the
interpretations thereon of the contract are of paramount importance, more than concern for
specific exceptions depending on the circumstances of the case.
2. The human relations school is the antithesis of the legal contract school. The employee
anil specific problem is the major concern. The concern is for understanding and doing
something help overcome the individuals' problem, the fundamental assumption being that
individuals' more important than production targets. It is quite likely that understanding their
-Leeds are grievances will help in attaining production targets, but primarily individuals are
the end rather than a means to the end.
Obviously, these are two extreme situations; many organizations have practices some-where
in between It is possible to envisage a contract with a human relations approach, intact, in the
final analysis, it amounts to the "spirit'' in which the grievance procedure is implemented in
an organization involving both managerial and worker attitudes.

MODELS GRIEVANCE PROCEDURE:
The Model Grievance Procedure was formulated in pursuance to the Code of discipline
adopted by the 16th Session of the Indian Labour Conference in 1958. Most of the grievance
procedures now a day are built around the Model Grievance Procedure with certain changes
to suit the size and special requirements of an enterprise. The model Grievance Procedure
provides for five successive time-bound steps. These are as under:

1. An aggrieved employee shall first present his grievance verbally in person to the
officer designated by the Management for this purpose. An answer shall be given to
him within 48 hours of the presentation of the complaint.
2. If the worker is not satisfied with the decision of this officer or fails to receive an
answer within the stipulated period, he shall in person or by his departmental
representative, if required, present his grievance to the head of the department
designated by the management for this purpose. And he will get the answer within 3
days of the presentation of his grievance.
3. If the decision of the departmental head is unsatisfactory, the aggrieved worker may
request the forwarding of his grievance to the Grievance Committee, which shall
make its recommendations to the management within 7 days of the worker's request.
The final decision of the management shall be communicated to the worker within the
stipulated period (3 days) by the Personnel Officer.
4. A revision of his grievance can be done if the decision is not satisfactory. The
management shall communicate its decision within a week.
5. If no agreement is possible the union and the Management may refer the grievance to
voluntary arbitration within a week from the date of receipt by the worker of the
management's decision.

In the above-mentioned procedure the following points should be noted:
•

Calculating the various time intervals under the above clauses, holidays shall not be
included.

•

The Management shall provide the necessary clerical and other assistance for the
smooth functioning of the grievance machinery.

•

During the working time, the concerned person may go for enquiry with the
Labour/personnel Officer, provided the he has taken permission from his
supervisor. Hence he may not suffer any loss of payment.

In the case of any grievance arising out of the discharge or dismissal of a worker, the
above procedure shall not apply. If it is so, he may appeal wither to the dismissing
authority or to a senior authority within a week from the date of dismissal or discharge.

Elements of a Grievance Procedure
The basic elements of a grievance redressal procedure are
i) The existence of a sound channel through which a grievance may pass for redressal if the
previous stage or channel has been found to be inadequate, unsatisfactory or unacceptable
this stage may comprise three, four or five sub-stages.
ii) The procedure should be simple, definite and prompt, for any complexity or vagueness or
delay may lead to an aggravation of the dissatisfaction of the aggrieved employee. -

iii) The steps in handling a grievance should be clearly defined.
These should comprise:
a) Receiving and defining the nature of the grievance.
b) Getting at the relevant facts, about the grievance.
c) Analysis the facts, after taking into consideration the econcmic, social, psychological and
legal issues involved in them.
d) Taking an appropriate decision after a careful consideration of ail the facts e}
Communicating the decisions, to the aggrieved employee
iv) Whatever the decision, it should be followed up in order that the reaction of the decision
may be known and in order to determine whether the issue has been closed or not.

Guidelines for Effective Handling: Grievance

While dealing with grievances, a manager cannot depend upon some ready-made,
solutions. Every case has to be dealt with on merit. The following guidelines may help to
deal effectively with the grievances:

?

The complaint should be given a patient hearing by his superior. He should be

?

allowed to express himself completely. The management should be empathetic.
The superior should try to get at the root of the problem. It should be remembered
that symptoms are not the problems. It should also be noted that if there are

?

symptoms, there would be a problem as well.
The management must show it anxiety to remove the grievances of the workers. The
workers should feel that the management is genuinely interested in solving its

?

problems.
If the grievances are real and their causes located, attempts should be made to remove

?

the causes.
If the grievances are imaginary or unfounded, attempts should be made to convince

?

the workers.
Every grievance must be handled within the reasonable time limit. I am sure you will
agree with this. Imagine you have a genuine problem and you share it with the

?
?

authorities. You will also expect immediate action taken to take care of your problem.
All grievances should be put into writing. Some proofs required as well..
Relevant facts about the grievance must be gathered. The management should not

?
?

haste!
Decision taken to redress the grievance of the worker must be communicated to him.
Follow up action should be taken to know the response of the forced employee. This
is to make sure that he is happy or not! At the end of the day the satisfaction of the
aggrieved party is necessary.

ESSENTIALS OF A GRIEVANCE PROCEDURE:
A grievance procedure should incorporate the following features:

1. Conformity with existing legislation: The procedure should be designed
in conformity with the existing statutory provisions. Where practicable, the

procedure can make use of such machinery as the law might have already
provided for.
2. Acceptability: Everybody must accept the grievance procedure. In order to be
generally acceptable, it must ensure the following:
? A sense of fair-play and justice to the worker,
? Reasonable exercise of authority to the manager, and
? Adequate participation of the union.

3. Simplicity: The following points should be noted in this regard:

?
?
?
?
?

The procedure should be simple enough to be understood by every employee.
The steps should be as few as possible.
Channels for handling grievances should be carefully developed.
Employees must know the authorities to be contacted at various levels.
Information about the procedure should be thoroughly disseminated among all
employees through pictures, charts, diagrams, etc.

4. Promptness: Speedy settlement of a grievance is the cornerstone of a sound personnel
policy. It should be remembered that justice delayed is justice denied. The procedure should
aim at a rapid disposal of the grievance. This can be achieved by incorporating the following
feature in the procedure:
? As far as possible, grievances should be settled at the lowest level
? No matter should ordinarily be taken up at more than two levels, i.e. normally there
should be only one appeal.
? Different types of grievances may be referred to appropriate authorities.
? Time limit should be placed at each step and it should be rigidly followed at each
level.

5. Training: In order to ensure effective working of the grievance procedure, it is
necessary that supervisors and the union representatives should be given training in working
of the grievance procedure. All the policies should be conveyed to the concerned parties.

6. Follow-up: The personnel department should review the working of the grievance
procedure periodically and necessary changes should be introduced to make it more effective.
This is generally ignored by the organizations. A regular follow up of the system increase the
faith of the people in the system. Therefore it is necessary that the grievance procedure
should be reviewed whenever it is so required.
Please note that there can be a shortcut to handling Grievances. Let us study this in the form a
checklist.

Checklist for Handling Grievances:
1. Let the Employee Talk
?
?
?
?
?
?
?
?
?
?

Put the employee at ease
Listen him in private
Listen with sincere interest
Do not argue
Probe for the real grievance
Get all the details
Check the employees story
Take notes
Repeat the grievance in your own words.
Tell the employee when he will get an answer.

2. Check the Facts
?
?
?
?

Consult others
Refer to the written policy
Consider the employee's view point
Look at the employee's record

3. Telling the Employee
?
?
?
?
?

Be willing to admit mistake
Give the benefit of doubt
If the employee's grievance is unfounded explain
Keep your cool
Prepare the case for appeal.

4. Follow Through
Take prompt action to correct the cause of the grievance

? Check with employer

Grievance handling procedure at Grasim
Objective: To provide resolution to genuine concern, which an employee may face at the
workplace.

Procedure:
First Level reviewer: Immediate superior/sectional head
Grievance should be redressed within 24 hours of receipt. Every effort should be made to
resolve the grievance in first level itself.
Second Level reviewer: HOD
Grievance not resolve at first level, within the time scale, then the same may be referred to
HOD. The HOD must try to redressed the grievance within 48 Hrs.
Third Level reviewer: Grievance Committee:
If the grievance is not redressed at 2nd level than the same will be referred to grievance
redressal committee. The Committee constitutes the following members:1.
2.
3.
4.
5.
6.

Chairman
Convener from IR Dept.
(Representative of employees)
(Representative of employees)
(Representative of employees)
(Representative of employees)

The Committee is committed to the concept that employees are entitled to pursue their
grievances without fear, restraint, interference, discrimination or reprisal.
Final Level reviewer: In rare instance, when the grievance cannot be redressed by the
committee, the same will be referred to Sr. VP (HRM)/Sr. E.P.

RESEARCH METHODOLOGY
Meaning of Research
Research is a common parlance refers to a search of knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic. In
fact, research is an art of scientific investigation.
Major Definitions:
?

Acc. to the Advanced Learner’s Dictionary of Current English: Research is a
careful investigation or inquiry specially through search for new facts in any branch

?

of knowledge.
Acc. to Redman and Mory: Research is a systematized effort to gain new

?

knowledge.
Some people consider research as a movement, a movement from the known to the
unknown. It is actually a voyage of discovery. We all possess the vital instinct of
inquisitiveness for, when the unknown confronts us, we wonder our inquisitiveness
makes us probe and attain full and fuller understanding of the unknown. The
inquisitiveness is the mother of all knowledge and the method, which ma employees
for obtaining the knowledge of whatever the unknown, can be termed as research.

OBJECTIVES OF RESEARCH
The purpose of research is to discover answers to questions through the application of
scientific procedures. The main aim of the research is to find out the truth which is hidden
and which has not been discovered as yet. Though each research study has its own specific

purpose, we may think of research objectives as falling in number of following broad
groupings:
1. To gain familiarity with the phenomenon or to achieve new insights into it (studies
with this object in view are termed as exploratory or formulative research studies );
2. To portray accurately the characteristics of a particular individual, situation or a group
(studies with this object in view are known as descriptive research studies);
3. To determine the frequency with which something occurs or with which it is
associated with something else (studies with this object in view are known as
diagnostic research studies);
4. To test a hypothesis of a casual relationship between variables (such studies are
known as hypothesis-testing research studies).

TYPES OF RESEARCH
The basic types of researches are as follows:
(i)

Descriptive vs. Analytical: Descriptive research includes surveys and fact finding
enquiries of different kinds. The major purpose of descriptive research is
description of state of affairs as it exists at present. In social science and business
research we quite often use the term Ex post facto research for descriptive
research studies. The main characteristic of this method is that the researcher has
no control over the variables; he can only report that what has happened and what
is happening. Most ex post facto research projects are used for descriptive studies
in which the researcher seeks to measure such items as, for example, frequency of
shopping, preferences of people, or similar data. Ex post facto studies include
attempts by researchers to discover causes even when they cannot control the
variables. The methods of research utilized in descriptive research are survey

methods of all kinds, including comparative and correlational methods. In
analytical research, on the other hand the researcher has to use facts or
information already available, and analyze these to make a critical evaluation of
the material.
Applied vs. Fundamental: Research can either be applied (or action) research or

(ii)

fundamental (to basic or pure) research. Applied research aims at finding a
solution for an immediate problem facing a society or an individual business
organization, whereas fundamental research is mainly concerned with
generalisations and with the formulations of a theory. “Gathering knowledge for
knowledge’s sake is termed ‘pure’ or ‘basic’ research.” Research concerning some
natural phenomenon or relating to pure mathematics are examples of fundamental
research. Similarly, research studies, concerning human behaviour carried on with
a view to make generalisations about human behaviour, are also examples of
fundamental research, but research aimed at certain conclusions facing a concrete
social or business problem is an example of applied research. Research to identify
social, economic or political trends that may affect a political institution or the
copy research or the marketing research are examples of applied research. Thus,
the central aim of applied research is to discover a solution for some pressing
practical problem, whereas basic research is directed towards finding information
that has broad base of applications and thus, adds to the already existing organised
(iii)

body of scientific knowledge.
Quantitative vs. qualitative: Quantitative research is based on the
measurement of quantity or amount. It is applicable to phenomena that can be
expressed in terms of quantity. Qualitative research on the other hand, is
concerned with qualitative phenomenon, i.e., phenomena relating to or
involving quality or kind. For instance, when we are interested in investigating

the reasons for human behaviour (i.e., why people think or do certain things),
we quite often talk of ‘Motivation Research’, an important type of qualitative
research. This type of research aims at discovering the underlying motives and
desires, using in depth interviews for the purpose. Other techniques of such
research are word association tests, sentence completion tests, story
completion tests and similar other projective techniques. Attitudes or opinion
research i.e., research designed to find out how people feel or what they think
about a particular subject or institution is also qualitative research. Qualitative
research is specially important in the behavioural sciences where the aim is to
discover the underlying motives of human behaviour. Through such research
we can analyse the various factors which motivate people to behave in a
particular manner or which make people like or dislike a particular thing. It
may be stated, however that to apply qualitative research in practice is
relatively a difficult job and therefore, while doing such research, one should
(iv)

seek guidance from experimental psychologists.
Conceptual vs. Empirical: Conceptual research is that related to some
abstract idea(s) or theory. It is generally used by philosophers and thinkers to
develop new concepts or to reinterpret the existing ones. On the other hand,
empirical research relies on experience or observation alone, often without due
regard for system and theory. It is data based research coming up with
conclusions which are capable of being verified by observation or experiment.
We can also call it as experimental type of research. In such a research it is
necessary to gat at facts firsthand, at their source, and actively to go about
doing certain things to stimulate the production of desired information. In such
a research the researcher must first provide himself with a working hypothesis
or guess as to the probable results. He then works to get enough facts to prove

or disprove his hypothesis. He then sets up experimental designs which he
thinks will manipulate the persons or the materials concerned so as to bring
forth the desired information. Such research is thus characterized by the
experimenter’s control over the variables under the study and his deliberate
manipulation of one of them to study its effects. Empirical research is
appropriate when proof is sought that certain variables affect others in some
way. Evidence gathered through experiments or empirical studies is today
considered to be the most powerful support possible for a given hypothesis.
?

THE TYPE OF RESEARCH USED IN THIS SURVEY IS THE DESCRIPTIVE
TYPE OF RESEARCH.

RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how the research is done systematically. In it we study
the various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
methods/techniques but also the methodology. Researcher not only need to know how to
develop certain indices or tests, how to calculate mean, the mode, the median or the standard
deviation or chi square, how to apply particular research techniques, but they also needs to
know which of these methods or techniques are relevant and which are not, an what would
they mean and indicate and why. Researchers also need to understand the assumptions
underlying various techniques and they need to know the criteria by which they can decide
that certain techniques and procedures will be applicable to certain problems and others will

not. All this means that it is necessary for the researcher to design his methodology for his
problem as the same may differ from problem to problem.
From what has been stated above, we can say that research methodology has many
dimensions and research methods do constitute a part of the research methodology. The scope
of research methodology is wider than that of research methods. Thus, when we talk of
research methodology we not only talk of the research methods but also consider the logic
behind the methods we use in the context of our research study and explain why we are using
a particular method or technique and why we are not using others so that research results
are capable of being evaluated either by the researcher himself or by others. Why a
researcher study has been undertaken, how the research problem has been defined, in what
way and why the hypothesis has been formulated, why data have been collected and what
particular method has been adopted, why particular technique of analysing data has been used
and a host of similar other questions are usually answered when we talk of research
methodology concerning a research problem or study.

RESEARCH DESIGN
Descriptive research studies are those studies which are concerned with describing the
characteristics of a particular individual, or of a group. Studies concerned with specific
predictions, with narration of facts and characteristics concerning individual, group or
situation are all examples of descriptive research studies. Most of the social research comes
under this category.
From the point of view of the research design, in descriptive research the researcher
must be able to define clearly, what he wants to measure and must find adequate methods for

measuring it along with a clear cut definition of ‘population’ he wants to study. Since the aim
is to obtain complete and accurate information in the said studies, the procedure to be used
must be carefully planned. The research design must make clear provision for protection
against bias and must maximise reliability, with due concern for economic completion of the
research study. The design in such study must be rigid and not flexible and must focus
attention on the following:
(a) Formulating the objective of the study (what the study is about and why is it being
made?)
(b) Designing the methods of data collection (what techniques of gathering data will be
adopted?)
(c) Selecting the sample (how much material will be needed?)
(d) Collecting the data (where can the required data be found and with what time period
should the data be related?)
(e) Processing and analysis of the data.
(f) Reporting the findings.

(A) DESIGNING THE METHODS OF DATA COLLECTION
(a) Primary Data
Schedules have been used in this study as a method of collecting primary data. This
method is adopted in this case because the education level of the blue collar employees in the
organisation is not very high, it becomes difficult for them to read and understand the
meaning of the questions, so the enumerator explains them the question and fills their
feedback in the form.

?

What is a schedule
A schedule is a proforma containing a set of questions which is filled by the

enumerators who are specially appointed for the purpose. These enumerators along with
schedules go to the respondents (employees in this case), put to them the questions from the
proforma in the order the questions are listed and record the replies in the space meant for the
same in the proforma. In certain cases schedules may be handed over to respondents and
enumerators may help them in recording their answers in various questions in the said
schedules. Enumerators explain the aims and objects of the investigation and also remove the
difficulties which any respondent may feel in understanding the implications of a particular
question or the definition or concept of difficult terms.
This method of data collection is very useful in extensive enquiries and can lead to
fairly reliable results. It is, however, very expensive and is usually adopted in investigations
conducted by government agencies or by some big organisations.
(b) Secondary Data
For collecting the secondary data, help is taken from various books, magazines, journals and
various websites on the internet.

(B) SAMPLE DESIGN
?

What is a sample survey?
When field studies are undertaken in practical life consideration of time and cost

almost invariably lead to a selection of respondents i.e., selection of only a few items. The
respondents selected should be as representative of the total population as possible in order to
produce a miniature cross section. The selected respondents constitute what technically is
called a sample and the selection process is called ‘sampling technique’.

The survey so conducted is known as sample survey.
?

Defining the Universe
All items in any field of enquiry constitute a ‘Universe’ or ‘Population’.

In case of Grasim Industries Ltd. (Staple Fibre Division) Nagda, M.P. the total number of
employees working in the organisation constitute the Universe or the Population of the
organisation.
The details of total number of employees working in this organisation are as
follows:
Table No. 1
Type of Employee
Staff
Permanent workers
Contract labours

No. of Employees
459 employees (approx.)
1980 employees (approx.)
3200 employees (approx.)

Chart No. 1

Type of Employee
459
3200

Staf
1980

Permanent Workers
Contract Labours

?

Source List
It is also known as ‘sampling frame’ from which sample is to be drawn. It contains

the names of all the items of a universe (in case of finite universe only). Such a list should be
comprehensive correct reliable and appropriate. It is extremely important for the source list to
be as representative of the population as possible.
Table No. 2
Department
Spinning
Viscose
Auxiliary
CS2
Others

Source
500
300
76
55
545

Chart No. 2

Source
76

300

55

Spinning
Viscose
500

Auxiliary
CS2
Others

?

Sample Size
Table No. 3

Departments
After Treatment Department
Spinning Department
Viscose Department
CS2 Department
Auxiliary Department

Sample Size
16 respondents
16 respondents
16 respondents
18 respondents
16 respondents

Chart No. 3

No. Of Respondents
14

AFT

16

SPG
VISCOSE

18

16
16

?

CS2
AUX

Type of Sampling
In this study, the Probability Sampling technique has been used. Probability

sampling is also known as ‘random sampling’ or ‘chance sampling’. Under this sampling
design, every item of the universe has an equal chance of inclusion in the sample. It is, so to
say, a lottery method in which individual units are picked up from the whole group not
deliberately but by some mechanical process. Here it is blind chance alone that determines
whether one item or the other is selected. The result obtained from can be assured in terms of
probability i.e., we can measure the errors of estimation or the significance of results obtained
from the random sample, and this fact brings out the superiority of the random sampling
design over the deliberate sampling design.
Random sampling ensures the law of Statistical Regularity which states that if on an
average the sample chosen is a random one, the sample will have the same composition and
characteristics as the universe. This is the reason why random sampling is considered as the
best technique of selecting a representative sample.

(C) COLLECTING THE DATA
? Period and Place of collecting data
For collecting the data the enumerators had to go to the workplace of the employees
and manage to ask them the questions whenever they got free time from their jobs. It was not
an easy task to collect the data as the employees were very busy with their jobs and did not
have much time to entertain the enumerators.
The plant is completely equipped with heavy machineries and little irresponsibility
with the job may lead to hazardous results that is why it was tough for the employees to get
away from their jobs but they co-operated with the enumerators and provided them with
whatever inputs they desired.

(D) DATA PROCESSING AND ANALYSIS
Data, which is gathered by administering questionnaires, was processed in simple
manner to determine the level of satisfaction among employees regarding the redressal of
their grievances.
Data collected is carefully tabulated and analyzed by using satisfaction methods and
also various graphs are used.
?

DATA ANALYSIS
In order to do the work properly, an insight about the organization and the employees

was necessary. For this purpose an extensive study was initially done about the Employee
Satisfaction. After the initial study, the survey was started in order to get the questionnaire
filled by them.
On the basis of the information collected in the interviews from the respondents and
schedules filled by them, certain findings were made on the basis of which some

recommendations too were given to the organization so as to improve the level of satisfaction
of their employees. These findings and recommendations would go a long way of satisfaction
and service in order to retain the employees in the organisation. They also point the aspect in
which the organization is lacking and need to improvise upon as well as the aspect, which are
its plus point and which can really help in future.
?

Tools for analysis

Researcher has identified suitable statistical and analytical software after gathering of data.
Researcher has used Microsoft EXCEL software to analyse the data and other suitable
statistical tools were also used for the purpose of data analysis process.

DATA ANALYSIS AND INTERPERTATION
Distribution of employees based on age group:
Table No: 4

Age Group

Percentage

Less than 20 years
21 - 30 years
31 - 40 years
41 - 50 years
More than 50 years
Total

0%
5%
14%
51%
30%
100
Chart No: 4

5%

14%

30%

Less than 20 yr
21 - 30 yr
31 - 40 yr
41 - 50 yr

51%

More then 50 yr

Analysis: From the above analysis it is clear that5 % employees are in age group of 21-30
years, 14% are age group of 31-40 years, 51% employees are in age group of 41-50 years
and30 % employees are more than 50 years of age.
Distribution of employees based on tenure:
Table: 5
Tenure of respondents

Percentage

Less than 5 years
6 - 10 years
11 - 15 years
16 - 20 years
More than 20 years
Total

1.25
0
2.5
13.75
77.5
100

Chart No: 5

6% 3%
14%

Less than 5 yr
6 - 10 yr
11 - 15 yr

78%

16 - 20 years
More than 20 years

Analysis: From the above analysis it is clear that 1.25% employees have less than 5 years of
experience, 0% employees have experience of 10-15 years,2.5% employees have experience
of 15-20 years and 77.5% employees have more than 20 years of experience.

Distribution of respondents based on decision given:
Table No: 6
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

38.75%
47.5%
13.75%
0%
100%

Chart No: 6

14%
39%
Always
Mostly
48%

Sometimes
Not at all

Analysis: From the above table it is inferred that 38.75% respondents said that the decision
taken by the management are always correct, 47.5% said mostly, 13.75% said sometime and

0% said not at all. Here it is concluded that most of the employees are in an opinion that the
decision taken by the management are mostly appropriate.

Do the various committee members actively engage in resolving your
Problem:
Table No: 7
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

75
21.25
3.75
0
100
Chart No: 7

4%
21%
Always
Mostly
75%

Sometimes
Not at all

Analysis: From the above analysis it is clear that 75% respondents said that the committee
members actively engage in resolving problems of employees, 21.25% said mostly, 3.75%

said sometime. Hear it is concluded that most of the employee are in the opinion that the
committee members actively engage in resolving problems of employees.

Is there a positive and friendly approach during grievance handling?
Table No: 8
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

63.75%
27.5%
8.75%
0%
100
Chart No: 8

9%
28%

Always
64%

Mostly
Sometimes
Not at all

Analysis: From the above table it is inferred that 63.75% respondents said that management
has positive and friendly approach during grievance handling toward employees while 27.5%
said mostly, 8.75% said sometime and 0% said not at all.

If the decision is not satisfactory are you given opportunity to take it to higher
officials?
Table No: 9
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

77.5%
13.75%
6.25%
2.5%
100
Chart No: 9

6% 2%
14%
Always
Mostly
78%

Sometimes
Not at all

Analysis: 77.5% respondents said that they get chance to go to the higher authority when
they are not satisfied with the decision given by their superiors while 13.75% said mostly,
6.25% said sometime and 2.5% respondent said that they never get a chance to go to the
higher authority.

Is there any favouritism or partiality in the organisation?
Table No: 10
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

5%
8.75%
13.75%
71.25%
100
Chart No: 10

5%

9%
14%

Always
Mostly

72%

Sometimes
Not at all

Analysis: From the above table it is inferred that 71.25% employees said that they never face
any type of partiality and favouritism in the organisation, 13.75% said sometime, 8.75% said
mostly and 5% respondent said that they always face it.

Is the relationship with your co-worker is friendly?
Table No: 11
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

90%
8.75%
1.25%
0%
100
Chart No: 11

9%

1%

Always
Mostly
Sometimes
90%

Not at all

Analysis: From the above table it is clear that 90% employees said that they always have a
healthy relation with their co-workers, while 8.75% said mostly, 1.25% and 0% said not at
all.

DO you have any grievances against your trade union?
Table No: 12
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

11.25%
15%
25%
47.5%
100
Chart No: 12

11%
15%
48%

Always
Mostly
25%

Sometimes
Not at all

Analysis: From the above table it is inferred that 11.5% employees always have a problem

with the triad union, 15% said mostly, 25% said sometime and 47.75% employees said that
they don’t have any problem with the triad union. Hear it is concluded that a considerable
number of employees are not satisfied with the function of trade union.

Often your grievance is related to:
(i) Distribution of respondent regarding working condition:
Table No: 13
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

1.26%
8.75%
28.75%
61.25%
100
Chart No: 13

1%

9%

29%
61%

Always
Mostly
Sometimes
Not at all

Analysis: 61.25% of respondent have no issue with the working condition while 28.75% said
sometime, 8.75% and 1.26% said always. Hear it is clear that large number of the employees
are satisfied with the working condition but fairly large group of employees are dissatisfied
and have grievances regarding working condition.

(ii) Distribution of respondents regarding immediate senior:
Table No: 14
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

0%
1.25%
7.5%
91.25%
100
Chart No: 14

1% 8%

Always
Mostly
Sometimes
91%

Not at all

Analysis: From the above table it is inferred that 91.25% of respondent state that they do not
have any grievances against their immediate senior while 7.5% said sometime and 1.25%
said mostly. It is evident by the above chart that all most all the employees in the organisation
are satisfied with their immediate senior.

(iii) Distribution of respondent regarding safety measurement:
Table No: 15
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

1.25%
1.25%
5%
92.5%
100
Chart No: 15

1%1%

5%
Always
Mostly
Sometimes

93%

Not at all

Analysis: From the above table it is inferred that 92.5% of respondent state that they do not
have any issue with the safety measures, 5% said sometime, 1.25% said mostly and 1.25%
said always.

(iv) Distribution of respondent based on salary, incentive, rewards:
Table No: 16
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

1.25%
15%
23.75%
60%
100
Chart No: 16

1%

60%

15%

24%

Always
Mostly
Sometimes
Not at all

Analysis: From the above table it is inferred that 1.25% of respondent state that they always
have grievances regarding salary, incentive, rewards,15% said mostly, 23.75% said sometime
and 60% respondent state that they do not have any grievances against salary, incentive,
rewards.

Are you satisfied with the existing grievance settlement machinery of Grasim industry
Ltd.(Nagda)?

Table No: 17
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

86.25%
7.5%
2.5%
2.5%
100
Chart No: 17

3%
8% 3%
Always
Mostly
Sometimes
87%

Not at all

Analysis: From the above table it is inferred that 86.25% of respondent state that they are
always satisfied with the grievance settlement system of Grasim industry while 7.5% said
mostly, 2.5% said sometime, 2.5% said not at all. From the above table it is evident that most
of the employees are satisfied with the grievance settlement system of Grasim industry, few
employees are dissatisfied.
Whom does you report if you have any grievance:
Table No: 18
Responses

Percentage

Supervisor
IR manager
Union
Co-worker
Total

86.25%
10%
2.5%
1.25%
100

Chart No: 18

10%

3% 1%

Supervisor
IR manager
Union
86%

Co-worker

Analysis: From the above table it is inferred that 86.25% of respondent state that they report
to their supervisor if they have any form grievance while 10% report to the IR manager, 2.5%
report to union and 1.25% share with co-worker.

How much does management take to resolve your grievance?
Table No: 19
Responses

Percentage

24 hour
48 hour
5 days
Sufficient time
Total

26.25%
8.75%
2.5%
62.5%
100
Chart No: 19

26%
24 hour
63%

48 hour

9%
2%

5 days
Sufficient time

Analysis: From the above table it is inferred that 26.25% of respondent state that
management take 24 hours to resolve their grievance, 8.75% said in 48 hour, 2.5% said in 5
days and 62.5% said in sufficient time.

How much you satisfied with the behaviour and the support of your supervisor ?
Table No: 20
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

80%
16.25%
3.75%
0
100
Chart No: 20

16%

4%

Always
Mostly
Sometimes

80%

Not at all

Analysis: From the above table it is inferred that 80% of respondent state that they are
always satisfied with the behaviour and co-operation of their superior , 16.25% said mostly,
3.75% said sometime.

Are you able to keep your problems and grievances in front of higher authorities
without any fear or hesitation?
Table No: 21
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

90%
8.75%
1.25%
0%
100

Chart No: 21

9%

1%

Always
Mostly
Sometimes
90%

Not at all

Analysis: From the above table it is inferred that 90% employees are able to keep their
problems and grievances in front of their officers without any fear and hesitation, 9% said
mostly, 1.25% said sometime.

Are you aware of the monthly meeting of the various committees which are being held?
Table No: 22
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

72.5%
17.5%
7.5%
2.5%
100
Chart No: 22

7%

2%

18%
Always
Mostly
Sometimes

73%

Not at all

Analysis: From the above table it is inferred that 72.5% employees are fully aware of the
monthly meeting of the various committees, 17.5% said mostly, 7.5% said sometimes and
2.5% said not at all. It is evident here that most of the employees in this organisation are
completely aware of the monthly meeting of the various committees where small group of
employees are not aware about the meeting.

Do you feel that discussion and conference is given more importance rather then
executive authority?
Table No: 23
Responses

Percentage

Always
Mostly
Sometimes
Not at all
Total

12.5%
35%
37.5%
15%
100

Chart No: 23

15%

13%

Always
38%

35%

Mostly
Sometimes
Not at all

Analysis: From the above table it is inferred that 12.5% employees feel that discussion and
conference is given more importance rather then executive authority fully aware of the
monthly meeting of the various committees, 17.5% said mostly, 7.5% said sometimes and
2.5% said not at all.

SUGGESTIONS AND RECOMMENDATIONS

?

A group of employees were not satisfied with the decision taken by the management,
for more accurate decision there is a need of direct influence in the decision making
process .

?

Considerable number of employees are not satisfied with functioning of trade union,
there is a need of improvement in the functioning.

?

Informal counselling helps to address and manage grievances in the workplace.

?

Majority of workers in the organisation are near about age of 50 years or over, these
are no doubt experienced employees of the company but due to their health issues
after a certain age, it becomes a reason of increased absenteeism, so company should
remove these employees through VRS schemes or by replacing them with their
children who have a capability and will to work in this organisation.

?

A large number of employees are not satisfied with the remunerations paid by the
company, company should look forward towards their problem and take necessary
steps to resolve them.

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

LIMITATIONS TO THE STUDY

? Small sample size as compared to the total number of employees in the organisation.
? Limited time and budget constraints.
? Some inadequate data may be there because of busy schedule of workers during the
filling of schedules.
? Data may be slightly biased because of a fear of losing their jobs in employees.

? ANNEXURE I
? LIST OF TABLES

Table No.
1
2
3
4
5
6
7

Table Name
Table showing category of employees
Table showing the source list
Table showing the sample size
Table showing the age group of the employees
Table showing tenure of respondents
Table showing response on decision given by management
Table showing response on various committee members

Page No.
80
81
82
86
87
88
89

8

actively engage in resolving problem
Table showing the response on approaches during grievance

90

9

handling
Table showing response on opportunity for employees to

91

10

go to the higher authority if decision is not satisfactory
Table showing response on favouritism or partiality in the

92

11

organisation?
Table showing satisfaction among the employees with their

93

12
13

relation with co-workers
Table showing response on grievances against your trade union
Table showing distribution of respondent regarding working

94
95

14

condition:
Table showing distribution of respondents regarding immediate

96

15

senior:
Table showing Distribution of respondent regarding safety

97

16

measurement:
Table showing Distribution of respondent based on salary,

98

17

incentive, rewards
Table showing satisfaction with the existing grievance

99

18

settlement machinery
Table showing distribution of respondents regarding whom they

100

19

redress for grievance
Table showing response on time taken by the management for

101

20

resolving grievances
Table showing satisfaction with the behaviour and co-operation

102

21

of supervisor
Table showing distribution of respondents of being able to keep

103

problems and grievances in front of higher authorities without
22

any fear or hesitation
Table showing distribution of respondents about the awareness

104

23

of various committee
Table showing Distribution of respondents towards importance

105

given to discussion and conference

LIST OF CHARTS
Chart No.
1
2
3
4
5
6
7

Chart Name
Chart showing category of employees
Chart showing the source list
Chart showing the sample size
Chart showing tenure of respondents
Chart showing the age group of the employees
Chart showing response on decision given by management
Chart showing response on various committee members

Page No.
80
81
83
86
87
88
89

8

actively engage in resolving problem
Chart showing the response on approaches during grievance

90

9

handling
Chart showing response on opportunity for employees to

91

10

go to the higher authority if decision is not satisfactory
Chart showing response on favouritism or partiality in the

92

11

organisation?
Chart showing satisfaction among the employees with their

93

12
13

relation with co-workers
Chart showing response on grievances against your trade union
Chart showing distribution of respondent regarding working

94
95

14

condition:
Chart showing distribution of respondents regarding immediate

96

15

senior:
Chart showing Distribution of respondent regarding safety

97

16

measurement:
Chart showing Distribution of respondent based on salary,

98

17

incentive, rewards
Chart showing satisfaction with the existing grievance

99

18

settlement machinery
Chart showing distribution of respondents regarding whom they

100

19

redress for grievance
Chart showing response on time taken by the management for

101

20

resolving grievances
Chart showing satisfaction with the behaviour and co-operation

102

21

of supervisor
Chart showing distribution of respondents of being able to keep

103

problems and grievances in front of higher authorities without
22

any fear or hesitation
Chart showing distribution of respondents about the awareness

104

23

of various committee
Chart showing Distribution of respondents towards importance

105

given to discussion and conference

BIBLIOGRAPHY
? BOOKS
1. Kothari C.R., Research Methodology, New Age International Publishers, Second
Revised Edition 2004
2. Nair R.K., Banerjee A.K., Agarwal V.K., Personal Management and Industrial
Relations

? WEBSITES
1http://www.adityabirla.com/
2http://www.grasim.com/
3http://www.slideshare.net/search/slideshow?
searchfrom=header&q=grievance+handling+project+report+by+suniet
a+maurya
4http://www.slideshare.net/hemanthcr...46e4-b2f4-2581380172e7&v=qf1&b=&from_search=2
5http://humanresources.about.com/



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