Description
In general, grievance (from class. lat. gravis – heavy) is a wrong or hardship suffered, whether real or supposed, which forms legitimate grounds of complaint. In the past, the word meant oppressive state of things
CHAPTER-I Introduction: Human resource management encompasses those activities designed to provide for and co ordinates the human resources of an organization represent one of its largest investment. The activities of HR functions include HR planning, recruitment and selection , HRD compensation and benefits etc.., HRD includes orienting and training employees, designing systems for maintaining individual employee details. Human resources management that helps managers recruit select, train and develops members for an organization. MEANING: A serious of integrated decisions from the employment relationship there quality, contributes to the ability of the organization. And the employees to achieve their objective. Management is the planning, organizing, directing , and controlling of the recruitment , development , integration , compensation , maintenance and separate of human resources to the end that individual , organizational objectives are accomplish.
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SCOPE: ? Employee hiring. ? Employee and executive remuneration. ? Employee motivation. ? Employee maintenance. ? Industrial relations.
OBJECTIVES : ? Social objective. ? Organizational objective. ? Functional objective. ? Personal objective.
Social objective: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.
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Organizational objective: To recognize the role of HRM bringing about organizational effectiveness. HRM is only assist the organization with its primary objectives. Functional objective: To maintain the departments contribution at a level appropriate to an organization need. The departments level of service must be failures to fit the organizational it serves. Personal objective: To assist employees achieving the personal goals, at least in so for as their goals enhance the individuals contribution to the organization.
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ORGANIZATION PROFILE: Saffron micro system SAFFRON MICRO SYSTEM pvt . ltd was started on 28 th march 2000 as a software development at Coimbatore , India. It was set up with a single goal and direction , namely making quality work for our customers. Saffron micro system have an organized and systematic approach to help companies meet global competition through IT. Their service delivery is just beginning of their relationship with our customer. Saffron micro system is an organization of young , like minded quality professional with a dream of making India a quality driven country. The team is young , energetic and dynamic and committed who believes and practices quality as it profession. Many of us do have postgraduate qualifications in many specialized area. Today we are a team around 150 software developers who are full time employees of pacific IT solution , assisting various projects in India in software development. We are available on phone , fax , email, or you can write to us if you prefer. We would be delighted to give you more information of simply here your thought on how we could help reach your goal.
Infrastructure resources
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To excel in customer satisfaction and to be the centre of excellence in providing an on time, high quality and customize solutions to telecommunication and web e-solution. They combine the best people and technology to achieve excellent results consistently. They also offer customers the advantages of, Speed : They understand the importance of timing. A rich portfolio of reusable , modular framework help jump start projects. Tried and tested methodology ensures that they follows a predictable ., low risk path to achieve result. Expertise: Their team combines cutting edge technology skills with rich domain expertise. What is equally important they share a strong customer orientation that means they actually start by listening to the customer, they are focused on coming up solutions that serve customer requirement today and anticipate future needs.
Fields of expertise:
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A divers skill set in almost in every key area in the web telecommunication space sees us deliver varied solution frame work for client world wide. ? Internet solutions ? Intranet solutions ? Web designing ? Hosting solution ? Internet security
Our core competencies are built around these sections. Projects undertaken by saffron micro system pvt ltd ? Banking project ? Internet project ? ERP project
Grievance redressal procedure:
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In view of C.B. memoria , “A grievance procedure is essential because if brings uniformity in the handing of grievances”. Which grievance are settled generally to the satisfaction of the trade union (or) employees and the management. Stages in grievance handling system scheme of grievance redressal for staff and officers in saffron micro system: Type of grievances: grievances arising out of acrs, promotions, issues concerning more than one employee, grievance arising out of discharge or dismissal of an employee or grievance arising out of disciplinary action. STAGE1: ? Should be communicated to immediate supervisor orally who in turn should reply within one week ? The grievance should be sent through personnel executive to department head; PE should record his comments and sent it to the department head within three days. STAGE2: The departmental head has to decide the issue within seven working days or refer the grievance to the unit grievance redressal committee. STAGE3: The grievance redresaal committee constituted by unit management should be processed within one month and the recommendations sent to the head of the division/unit for a decision.
STAGE4:
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The head of the division/unit well be conveyed within 10 days and well be final. STAGE5: ? In exceptional cases with the concurrence of the grievances redressal committee/head of division/unit the aggrieved employee who is not satisfied with the decision of the head of the unit well have the option to appeal to the director. ? Appeals thus received well be processed by the corporate grievance committee who in turn well submit its recommendations to the director (personnal) within a period of one month. The decision of the DP well be conveyed in 15 days, which will be final and binding. SCCL has formulated a Grievance Redressal Mechanism for its employees, advising the officers from time to time to put in their best efforts, to examine the grievances submitted by the workmen in a better manner at different stages and redress the grievances expeditiously. The genuine grievances of the workmen are attended to by the managerial personnel in a well established manner and this procedure i.e. Grievance Redresseal Procedure is followed at 3 levels for prompt action.
AIMS & OBJECTIVES:
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? To provide the employees an easy and readily accessible machinery for prompt disposal of their day to day Grievances. NATURE OF GRIEVANCES THAT FALL FOR REDRESSAL UNDER GRIEVANCE PROCEDURE: Complaints affecting one or more individual workers in respect of their – wage, payment of overtime wages, bonus, railway fare (LTC/LLTC), leave, transfer, promotions, increments seniority, work assignment, working conditions, hours of employment, output of workmen (work load), training and settlement of terminal benefits. DIFFERENT STAGES FOR REDRESSAL OF GRIEVANCES, PROVIDED FOR UNDER COMPANY’S GRIEVANCE REDRESSAL PROCEDURE: FIRST STAGE (MINE/DEPARTMENT LEVEL): The aggrieved employee shall represent his grievance either in person or in writing to the Welfare Officer or any other Officer in the Mine/Dept, which should be acknowledged. A written reply should be sent to the worker under the signature of the Manager/HoD within 10 days.
SECOND STAGE (AREA LEVEL):
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If the employee is not satisfied, he may request the Manager/HoD to forward his Grievance to the Grievance Committee constituted at Area level which consists of – MANAGEMENT REPRESENTATIVES a) General Manager of the Area b) c) Manager/HOD Area Personnel Dept. Head (Member Secretary) WORKMEN REPRESENTATIVES a) One permanent member nominated by the Recognised Trade Union of the Area OR in his absence, a representative duly authorised by the said Union. b) A representative of the Registered Trade Union OR a coworker of the worker’s choice. The recommendations of the Grievance Committee shall be
communicated to the concerned workmen within 10 days. A copy of the minutes of the Grievance Committee meeting may be supplied to the Representative of the Recognized Union.
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OBJECTIVES OF THE STUDY :
? To know whether the employees are satisfied through the grievance redressal procedure in saffron micro system. ? Problem faced by the employee. ? To know whether the employees grievance arises towards welfare measures. ? To study on effectiveness of grievance handling system of saffron micro system. ? To analyse the impact of decision taken by the management.
Scope of the study
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? The scope of the study is confined to saffron micro system, coimbatore with respect to executives only. ? The project throws light on the grievance level of the employees on saffron micro system, coimbatore ? The project has the medium of solutions towards the cause of worst cause condition ? The study has the closed circled range of circumstance to prevent the grievance in the organization.
Limitation of the study
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? The study is conducted only at saffron micro system, coimbathore unit ? The time and cost was major constrains in performing it. ? The time was the major contains, as the study has to be completed within the stipulated lime limit. ? These limitations were easily overcome and the study was very useful.
Grievance Redressal Policy In the present scenario of competitive banking, excellence in customer service is the most important tool for sustained business growth. Customer complaints are part of the business life of any corporate entity. This is more so
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for banks because banks are service organizations. As a service organization, customer service and customer satisfaction should be the prime concern of any bank. The bank believes that providing prompt and efficient service is essential not only to attract new customers, but also to retain existing ones. This policy document aims at minimizing instances of customer complaints and grievances through proper service delivery and review mechanism and to ensure prompt redressal of customer complaints and grievances. The review mechanism should help in identifying shortcomings in product featuresand service delivery. The bank’s policy on grievance redressal follows the under noted principles. ? Customers be treated fairly at all times ? Complaints raised by customers are dealt with courtesy and on time ? Customers are fully informed of avenues to escalate their complaints/grievances ? within the organization and their rights to alternative remedy, if they are not fully ? satisfied with the response of the bank to their complaints. ? The bank employees would work in good faith and without prejudice to the interests of the customer.
In order to make bank’s redressal mechanism more meaningful and effective, a structured system has been built up. This system would ensure that
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the redressal sought is just and fair and is within the given frame-work of rules and regulation. The policy document would be made available at all branches and at Bank’s website www.pnbindia.com . All the employees would be made aware about the Complaint handling process. A complaint is expression of dissatisfaction made to an organization, related to its products, or services, or the complaints’ handling process itself, where a response or resolution is explicitly or implicitly expected. The customer complaint arises due to; a. The attitudinal aspects in dealing with customers b. Inadequacy of the functions/arrangements made available to the customers or gaps in standards of services expected and actual services rendered. 2. Internal Machinery to handle Customer complaints/ grievances Customer Service Committee of the Board Customer Service Committee of the Board would be responsible for the rendering of customer service to the individual, both as a depositor and also as a borrower. This sub-committee of the Board would be responsible for formulation of a Comprehensive Deposit Policy, the product approval process and the annual survey of depositors’ satisfaction and tri-enniel audit of such services and examining service issues for the individual as a borrower. The Committee would also examine any other issues having a bearing on the quality of customer service rendered. This Committee would also review the functioning of Standing Committee on Customer Service. 2.2 Standing Committee on Customer Service
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The Standing Committee on Customer Service will be chaired by the Executive Director of the bank. Besides two to three senior executives of the bank, the committee would also have two to three eminent representatives drawn from the public as members. The committee would have the following functions. Evaluate feed-back on quality of customer service received from various quarters. The committee would also review comments/feed-back on customer service, implementation of commitments in the Code of Bank’s Commitments to Customers and complaints related to non-compliance there of. The Committee would be responsible to ensure that all regulatory instructions regarding customer service are followed by the bank. Towards this, the committee would obtain necessary feed-back from zonal/regional managers functional heads. The committee would also consider unresolved complaints/grievances referred to it by functional heads responsible for redressal and offer their advice. The committee would submit report on its performance to the customer service committee of the board at quarterly intervals. Officials to handle complaints and Grievances Likewise, at Zonal/Regional offices, respective Zonal Managers/Regional Managers are the Nodal Officer at the respective ZO/RO and are responsible for the implementation of customer service and complaint handling for the branches under their administrative control. The names, addresses, e-mail and contact numbers of Nodal Officer(s) will be available at the branches.
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?Code Compliance Officer: We have adopted the BCSBI’s Code of Bank’s Commitments to Customers. It has been placed on our website copy of the same has been displayed at the branches and can be obtained from the branch manager. To ensure implementation of the Code of Bank’s Commitments to Customers, Bank has designated a Principal Code Compliance Officer at head office and a Code Compliance Officer at each of the controlling offices above the level of the branch viz. Zonal/Regional offices. The names, addresses, e-mail and contact numbers of Code Compliance Officers will be displayed at the branches. Complaints relating to non compliance of the Code of Bank’s Commitments to Customers may be lodged with the Code Compliance Officers. 3. Complaint Registration A customer may lodge complaint either in writing or through electronic means if he is not satisfied with the services provided by the bank. All complaints will be recorded by the Bank in a database. The database, along with the acknowledgement letter and other correspondence will be preserved for at least 3 years for future reference. Arrangements for receiving complaints and suggestions are given hereunder. Complaint book is also available at all the branches. A customer can obtain it from the branch manager, record his grievances therein and obtain acknowledgement. Customer may use complaint cum suggestion box kept at branch for any feedback/suggestions for improvement in our products and services. Complaints over Telephone The minor complaint may be lodged with the Chief Host in Zonal Office of the concerned branch or to the Branch Manager. The name and
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telephone number of Chief Host of the concerned branch are displayed in the branches. Customer Relationship Centre A Complaint can also be reported to our Customer Relationship Centre on toll free number 1800 180 2222, accessible 24 hour from MTNL/BSNL fixed phones throughout India or 0124 2340000 - a paid number, which is accessible from fixed as well as mobiles of any telecom operator. Complaints through e-mail Customer can submit complaint through email also. E-mail addresses of the Nodal Officer and Code Compliance Officer have been provided at the branches. 4. Resolution of Grievances Branch Manager is responsible for the resolution of complaints/grievances in respect of customer service by the branch. He would be responsible for resolving complaints completely to the customer’s satisfaction and ensuring closure of all complaints received at the branches. If the branch manager feels that it is not possible to solve the complaint at his level, he will refer to Regional or Zonal Office, as the case may be, for guidance. Similarly, if Regional or Zonal office finds that they are not able to solve the problem, they may refer to the Nodal Officer at head office. 4.1 Time frame We view complaints in the right perspective because they provide us an opportunity to improve the working of the bank. Complaint received would be analyzed from all possible angles. Bank will endeavor to send an acknowledgement/response within one week from date of receipt. Complaints received, which would require some time for examination of issues involved
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will be got examined in detail. Bank will send final response or explain why more time is required and endeavor to do so within six weeks of receipt of the complaint. c) The District Consumer Forum under Consumer Protection Act, 1985 Interaction with customers Some of the complaints arise on account of lack of awareness amongst customers about Bank services. The bank recognizes that customer’s expectation/requirement/grievances can be better appreciated through personal interaction with customers by bank’s staff which also help the customers appreciate banking services better. In view of this,following arrangements have been made. Personal Hearing On 15th of every month (next working day in case 15th is a Saturday/holiday/closed day); customer can meet the Branch Manager/ Regional Manager / Zonal Manager/ Chairman & Managing Director in their office from 3 PM to 5 PM for redressal of his grievances as well as for offering suggestions.
Customer Service Committees Customer Service Committees have been set up in all Branches/Regional/Zonal offices to look into the quality of customer service rendered and critically examine the feedback/suggestions for improvement in customer service. These committees meet once in a month and customers are invited therein once in a quarter. Customer Relations Programme We also convene Customer Relations Programmes twice a year, at Zonal/ Regional level, wherein customers from different segments are invited and their grievances / suggestions are looked into.
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Sensitizing operating staff on handling complaints Staff would be properly trained for handling complaints. We are dealing with people and hence difference of opinion and areas of disagreement can arise. With an open mind and a smile on the face we shall endeavor to win the customer’s confidence. The Nodal Officer would ensure that internal machinery for handling complaints/grievances operates smoothly and efficiently at all levels. He would give feed back on training needs of staff at various levels to the HRD Division.
ORGANISATIONAL SET UP FOR REDRESS OF EMPLOYEE GRIEVANCES IN GOVERNMENT OF INDIA The Department of Administrative Reforms and employee Grievances is the chief coordinating agency for redress of employee grievances arising from the work of saffron micro system. According to the allocation of Business Rules 1961 the main functions of the Department in the sphere of redress of employee grievances are as follows: Policy and coordination of issues relating to: (i) Redress of employee Grievances in general
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(ii)
Grievances pertaining to Central Government Agencies The role of co-ordination consists mainly in laying down broad policy guidelines for the institutionalization of grievance redress system in each organization. The Department is thus not engaged in the substantive redress of grievances, which arises out of the working of innumerable agencies of the Government organizations through out the country. Since most grievances arise at field level, their actual redress has necessarily to come from agencies functioning at the local level which are fully conversant with the subject matter of grievances related to their respective field of activity. The grievances received in the Department of Administrative Reforms and employee Grievances are, therefore, forwarded after scrutiny to the Ministries and Department concerned and other organizations of Government for appropriate action. However, considering serious nature of grievances certain grievances are taken up by this Department for close monitoring until their final disposal by the Departments concerned.
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REVIEW OF LITERATURE
According to “ jucius “ any discontent or dissatisfaction whether exposed are not valid or not arising out of anything connected with the company which an employee thinks believes or even fails to be unfair, unjust or inequitable. In the aspect of dale yoder, “a written complaint filled by an employee and claiming unfair treatment”. Every employee has fulfilled by the organization he is working for. When the organization fails to do this, he develops a felling of discontent or dissatisfaction. Thus grievance is caused due to the difference between employee expectations and management practices.
CAUSES OF GRIEVANCES: Both calhoon and other many observed that the grievance is caused by many factors; the causes of grievances may broadly be classified on the following categories. Form the industrial relations and labour laws book reference for the author of R. thirupathi and C.B. gupta, grievance causes due to manes reasons they are.
Grievance Basics
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The Faculty Association is the exclusive bargaining agent for all full- and part-time faculty members in the Foothill-De Anza Community College District. Every three years, the District and the FA bargain a new Agreement, and by ratifying it, all District faculty and the Board agree to abide by all of its provisions.
Occasionally, faculty members or the Association allege that the Board (meaning, any manager authorized to act for the Board) has committed a violation, misapplication or misinterpretation (VMM) of specific provisions of the Agreement. In written form, that allegation becomes a grievance. The FA and Board have agreed to resolve all grievances with a uniform process described in Article 5 of the Agreement. An outline of the Article 5 Grievance Procedure appears in the following flowchart. Note that flowchart event deadlines are defined in terms of "school days." A school day is any day the colleges are in session during the regular academic year. There are 175 school days in the academic year (see Appendices H1, H2 and H3 in the Agreement), beginning with opening day in the fall quarter and ending with the last day of finals spring quarter. This means that the grievance clock stops during summer sessions and inter-quarter breaks.
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Process Steps
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There are four main grievance process steps: discovery, conciliation, internal review and arbitration. A summary of what happens at each of these step appears below. Click on a link here, or at the bottom of the page, to see a full discussion of what happens at that step in the grievance process.
Discovery The date when the grieving faculty member (grievant) discovered, or reasonably could have discovered, the circumstances leading to the grievance.
Conciliation The informal, confidential effort to resolve the grievance between the faculty member and the Board at the lowest possible administrative level before a formal grievance can be filed. This effort is normally assisted by a FAappointed campus conciliator.
Internal Review Hearing An informal meeting scheduled by the college president, or the president's designee. The president listens to the grievant, the responding administrator and their representatives as they address the allegations contained in a timely Notice of Grievance that has been filed with the District. The president writes an Internal Review Hearing decision regarding the Notice of Grievance allegations.
Arbitration Hearing
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A formal hearing before an arbitrator chosen from a list of seven possible candidates supplied by the State Conciliation Service. Legal counsel represents both parties and all testimony by witnesses is under oath. After reviewing evidence, testimony and argument briefs from both parties, the arbitrator renders a written decision that is binding on both parties. Employee Mediation and Grievance Process
Policy It is the policy of State Government that an Employee Mediation and Grievance Process shall exist to allow for prompt, fair and orderly resolution of grievances arising out of employment.
Agencies may choose to adopt the Employee Mediation and Grievance Process, or choose to use the Employee Appeals and Grievance Policy, which does not offer mediation. Agencies shall have the flexibility to decide what grievable issues shall be mediated under this policy. Agencies adopting the Employee Mediation and Grievance Process shall establish procedures that include the minimum requirements of this policy.
Objectives In establishing this policy for the Employee Mediation and Grievance Process, the State Personnel Commission seeks to achieve these objectives: • Assure employees have access to grievance procedures to address their grievable issues rapidly, fairly and without fear of reprisal; • Contain costs to process grievances; and • Resolve workplace issues and problems efficiently and effectively.
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Overview of Employee Mediation and Grievance Process Informal Meeting with Supervisor
Agencies shall encourage direct communication between employees and supervisors to attempt to address grievances in the spirit of cooperation and compromise. Step 1: Mediation Mediation is the first step in the grievance process and involves the services of a neutral third person that assists an employee and an agency representative in resolving an employee grievance in a mutually acceptable manner. Mediation provides an opportunity for the two parties to openly discuss the grievance and reach a resolution that is mutually acceptable to both the agency and the employee.When mediation results in a resolution of the grievance,parties will sign a Mediation Agreement. If a grievance involves an issue that the agency has identified as not subject to mediation, the employee shall begin the grievance process at Step 2 of this policy.
Advisory Note: The list of covered persons above is based on those defined by the State Personnel Act as having the right of appeal. No agency can prevent covered persons from filing a grievance based on the issues listed above. Some of the listed issues may require mediation as the first step; others may not allow mediation as the first step. For issues which the agency has determined are not subject to mediation, these issues must begin with Step 2. Agencies may also permit grievances to be filed that are based on issues other than those listed. These grievances would not be appealable to the State Personnel Commission. The agency grievance procedure must provide information on other issues that are grievable, how to file a grievance for
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those issues, and the time frames which apply.
Flexibility Agencies shall have the flexibility to decide which grievable issues will not be subject to mediation. In addition, agencies may choose to mediate nongrievable issues by developing internal agency policies and procedures outside the scope of this policy. Agencies may request to utilize approved mediators serving in the OSP Mediator Pool for mediating nongrievable issues. In such situations, OSP and the requesting agency shall work out a mutually acceptable process to access the mediator pool of resources.
INFORMAL MEETING WITH SUPERVISOR For all grievable issues, the employee is encouraged to first attempt to resolve a grievable issue with their immediate or other appropriate supervisor in the employee’s chain of command. Advisory Note: Employees alleging illegal discrimination or retaliation shall be able to choose to follow the agency grievance procedure, including mediation, or choose to appeal directly to the State Personnel Commission. However, employees should be aware that the timeframes which allow the employee 30 days to file a grievance alleging discrimination must be adhered to whether they choose to follow the agency grievance procedure, including mediation, or whether they choose to appeal directly to the State Personnel Commission by filing a petition for a contested case hearing with the Office of Administrative Hearings. The 30 day timeframe is not applicable to discrimination complaints filed with the Equal Employment Opportunity
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Commission. Continued on next page STEP 1: MEDIATION PROCEDURE Where an agency has designated an issue as subject to mediation, mediation is Step 1 in the Employee Mediation and Grievance Process. Mediation follows unsuccessful attempts by employees to resolve grievable issues with their immediate or other appropriate supervisor in the employee’s chain of command. An employee must begin the grievance process by filing a grievance in accordance with the agency’s grievance procedure. An employee filing a grievance shall do so not later than 15 calendar days after the last incident for which the employee is filing the grievance or after unsuccessfully attempting to resolve the grievance informally, whichever is longer. Purpose of Mediation The purpose of mediation is to provide a non-adversarial way of resolving grievances by use of an alternative dispute resolution process. Parties are encouraged to reach a mutually acceptable resolution of grievances. Mediation Process The Office of State Personnel (OSP) will establish a process to assign mediators to grievances within a timely manner. The mediation process shall be concluded within 45 calendar days from the filing of the grievance unless the parties agree in writing to a longer period of time. Continued on next page Timing Mediations shall be conducted in a location approved by the mediator and shall be scheduled for an amount of time determined by the mediator to be sufficient. Mediations may be recessed by the mediator and reconvened at a later time.
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• A designated agency representative with the authority to reach an agreement will attend on behalf of the agency. • Emergency substitution of a mediator must be approved by the OSP Mediation Administrator or designee. • OSP Mediation Administrator and designees may attend as observers. • Representatives, advisors and/or attorneys are not permitted to attend. • Audiotape, videotape or other automated recordings are not permitted. Attorneys Because mediation is Step 1 of the internal agency grievance process, attorneys are not permitted to participate directly in the process. However, because a mediation that resolves an employee’s grievance will result in a Mediation Agreement, either party may ask for a recess at any time during the mediation in order to obtain legal advice regarding the terms of the Mediation Understanding Grievance Procedure in Human Resource Management If an organization has to move towards excellence, maintenance of harmonious and cordial relationship is a vital condition. Similar to organization’ expectations from the employees. The employees do have more expectation in terms what they have contributed to each other. Failure to meet with each others expectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of continuing in nature and often judiciallegal process may not be of much help in resolving them.
Managing Discipline:
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In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fixed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organization. Promotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. They are normally
- A shared culture - Inculcation of positive attitudes - Scope for problem solving and - A feeling of satisfaction
(1)Approaches to Deal with Indiscipline: This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic. (2) Judicial Approach: This is only an after effect approach. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. This is a time consuming process and conducive climates are not often restored. (3) Humanistic Approach: It lays emphasis on a healthy inter personal relationship between the employer and employee. Corrective steps are taken in helping the employees to get over
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their difficulties and to the extent possible, punitive actions are avoided inspite of some perceived inconsistency that may exist among other workmen. (4) Human Resources Development (HRP) Approach: Keeping in mind the Theory Y and its implications, organizational goals have to be enhanced through adequate training, motivational patterns and personnel policies. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. Likewise, the effectiveness in maintaining discipline is also possible through the process of leadership. A leader has to exhibit mutuality of interaction, persuation, highly interpersonal in his relationships and get himself involved and should expect participation from others to achieve the organizational goals and bear in mind not to indulge in favoritism while taking appropriate actions. To avoid displeasure among the employees while enforcing discipline, it would be a desirable course of action if only one employees his diagnostic skills and intervention skills. If a change is to be expected in an individuals behavior, some amount of influence had to be exercised in order to create a congenial atmosphere. Managing Grievance: In a democratic set up any employee should be in a position to express his dissatisfaction, whether it be a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. The feeling of discontent or dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been presented in a highly informal way. A complaint turns into a grievance when (I) there is a feeling of injustice (II) expressing the feeling formally, either verbally or in writing and (III) it is related to policies, procedures and operations of the organization. The
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National Commission on labour (1969) for example defines grievance in the following way: “Complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitude grievance. Where the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedure”. Nature and Causes of Grievance: In an organization a grievance may be presented by an employee or group employees, with respect to any measure or a situation that directly affects the individual or is likely to affect, the conditions of employment of many workers. If such a grievance is transformed into a general claim, either by the union, or by a group of employees, then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining. In ‘Grievance Procedure, A survey of practices in industries in India’, it’s classified in to 19 causes of employee grievances have been outlined. They are 1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5. Disciplinary action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature of job 11. Payment 12. Acting promotion 13. Recovery of dues 14. Safety appliances 15. Superannuation 16. Suppression 17. Transfer 18. Victimisation and 19. Condition of work. The international labour Organization (ILO), clarifies a grievance as a compliant of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulation, covering such areas
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as overtime,leave,transfer,promotions,seniority,job assignment and termination of service EMPLOYEE GRIEVANCES DISCIPLINE In industrial context the word grievance is used in industrial context to esignate claims by workers of a Trade Union concerning their individual or collective rights under an applicable collective agreement, individual contract of employment, law, regulations, work rules, custom or usage. Such claims involve questions relating to the interpretation or application of the rules. The term “Grievance” is used in countries to designate this type of claim, while in some other countries reference is made to disputes over “right” or “legal” disputes.
The grounds for a grievance may be any measure or situation which concerns the relations between the employers and worker or which affects the conditions of employment of one or several workers in the undertaking when that measure or situation appears contrary to provisions of an applicable collective agreement or of an individual contract of employment, to work rules, to laws or regulations or to the custom or usage of the occupational branch of economy activity or country”. Grievances generally arise from the day to day working relations in an undertaking, usually a worker or trade union protest against or act or omission of management that is considered to violate worker rights. Grievances typically arise on such matters like discipline and dismissal, the payment of wages & other fringe benefits, working time, over time and time off entitlement, promotions, demotions and transfer, rights
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deriving from seniority, rights of supervisors and the Union officers, job classification problems, the relationship of works rules to the collective agreement and fulfillment of obligations relating to safety and health as laid down in the agreement. Such grievances, if not dealt with a procedure that secures the respect of parties, can result in embitterment of the working relationship and a climate of industrial strife. Procedure for settlement It has been widely recognized that there should be an appropriate procedure through which the grievances of workers may be submitted and settled. This recognition is based both on consideration of fairness and justice, which requires that workers’ claims regarding their rights should receive fair and impartial determination, and on the desire to remove from the area of power conflict a type of dispute that can properly be settled through authoritative determination of the respective rights and obligations of parties. Essence of Model Grievance Procedure: The three cardinal principles of grievance settlement, under the procedure, are; 1. Settlement at the lowest level, 2. Settlement as expeditiously as possible; and 3. Settlement to the satisfaction of the aggrieved Like justice, grievance must not only be settled but also seem to be settled in the eyes of the aggrieved.
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The Model Grievance Procedure has a three tier system for the settlement at the levels of the immediate supervisor; departmental or factory head; and a bipartite grievance committee representing the management and the union, with a provision for the arbitration appeal to the organization head, and a specified time limit for the resolution process. Views of the National Commission on Labour NCL has recommended that a formal grievance procedure should be introduced in units employing 100 or more workers and they are: 1. There should be a statutory backing for the formulation of an effective grievance procedure which should be simple, flexible, less cumbersome and more or less n the lines of Model Grievance Procedure, 2. It should be time bound and have a limited number of steps namely, approach to the immediate supervisory staff; appeal to the departmental head/manager; and appeal to the bipartite grievance committee representing management and the recognized Union. 3. A grievance procedure should be such that it gives a sense of satisfaction to the individual worker, ensures reasonable exercise of authority to the manager and a sense of participation to Unions, 4. The constitution of the grievance committee should have a provision that in case a unanimous decision is not possible, the unsettled grievance may be referred to arbitration. At the earlier stages the worker should be free to be represented by a co worker and later by an officer of the union, if one exists, 5. It should be introduced in all units employing 100 or more workers. INDISCIPLINE/MISCONDUCT
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Discipline is the employee self control which prompts him to willingly co- operates with the organizational standards, rules, objectives, etc. Misconduct is the transgression of some established and definite rules where no discrimination is left to the employee. It is violation of rules. Any breach of these rules and discipline may amount to misconduct. It is an act or conduct which is prejudicial to the interest of the employer or is likely to impair the reputation of the employer or create unrest and can be performed even outside the premises of the establishment and beyond duty hours. It is for the management to determine in its Standing Orders as to what shall constitutes acts of misconduct and to define the quantum of punishment for them. Causes of misconduct: • Unfair labour practices and victimization on the part of employers, like wage diffentials, declaration of payment or non payment of bonus, wrongful works assignments, defective grievance procedure etc., • Bad service conditions, defective communications by superiors and ineffective leadership lead to indiscipline, • Poverty, frustration, indebtedness, generally overshadow the minds of the workers, these agitate their minds and often result in indiscipline, • Generally speaking absenteeism, insubordination, dishonesty and disloyalty, violation of plant rules, gambling, incompetence, damage to machine and property, strikes, etc., all lead to industrial indiscipline. Remedial Measure for Acts of Indiscipline:
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• Labour is most important factor of production. Therefore an Organization can prosper only if labour is properly motivated towards the attainment of specific goals. A more humane approach is necessary to motivate them. • Each worker, as an individual, needs a fair or reasonable wage to maintain himself and his family in good health and spirits. So the wage should be adequate so that the worker may meet the economic needs of his family, • He Trade Union leadership should be developed from within the rank and file of workers, who would understand their problems and put it up to the management in the right perspective.
Disciplinary Action: Indiscipline is the result of many interrelated reasons- economic, psychological, social etc. It needs to be properly handled. The disciplinary action must conform to certain principles e.g. • The principal of natural justice must guide all enquiries and actions. No biased person to conduct inquiry, • The principal of impartiality or consistency must be followed, • The disciplinary authority should offer full opportunity to the worker to defend himself. Procedure for Punishment:
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• Framing and Issuing of Charge sheet • Receiving the defendants’ Explanation • Issuing the notice of Inquiry • Holding the Enquiry • Findings of the Inquiry Officer • Decision of the Disciplinary Authority • Communication of the Order of Punishment Termination of Employment: • Voluntary abandonment of Service by the Employee • Resignation by the employee • Discharge by notice thereof given by the employer • Discharge or dismissal by the employer as a punishment for misconduct, • Retirement on reaching the age of superannuation Type of Punishment Under Standing Orders: 1. Censure or Warning 2. Fines 3. Suspension 4. Dismissal
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ANALYSIS AND INTERPRETATION TABLE 4.1 1.NO OF EXPERIENCE INTREPRETATION FROM THE GIVEN SAMPLE. Experience years Below 5 years No of employees 35 Percentage 35
40
6-10 years 11-15 years 16-20 years 21-25 years Above 25 years Total
20 17 15 10 3 100
20 17 15 10 3 100
INFERENCE : • 35% of the employees are experienced in below 5 years. • 20% of the employees are experienced in 6-10 years. • 17% of the employees are experienced in 11-15 years. • 15% of the employees are experienced in 16-20 years. • 10% of the employees are experienced in 21-25 years. • 3% of the employees are experienced in above 25 years. CHART 4.1
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1.NO OF EXPERIENCE INTREPRETATION FROM THE GIVEN SAMPLE
below 5 yrs 6-10 yrs 11-15 yrs 16-20 yrs 21-25 yrs above 25 yrs
TABLE 4.2 2. EDUCATIONAL QUALIFICATION
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Qualification ITI DIPLOMO DEGREE PG OTHER Total
No of employees 12 10 30 40 8 100
Percentage 12 10 30 40 8 100
INFERENCE: • 12% of the employees are ITI graduates. • 10% of the employees are DIPLOMO. • 30% of the employees are DEGREE graduates. • 40% of the employees are PG graduates. • 8% of the employees are OTHER graduates.
CHART 4.2
2. EDUCATIONAL QUALIFICATION
43
ITI DIPLAMO DIGREE PG OTHER
TABLE 4.3 DESIGNATION OF EMPLOYEES Designation A4 A5 A6 A7 A8 A9
CHART 4.3 3.
No of employees 10 15 30 30 5 10 DESIGNATION OF EMPLOYEES
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A4/B4 A5/B5 A6/B6 A7/B7 A8/B8 A9/B9
TABLE 4.4 3. INTREPRETATION OF MONTHLY INCOME
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Salary Below 10000 11000-15000 16000-20000 21000-25000 Above 25000 Total
No of employees 8 40 30 12 10 100
Percentage 8 40 30 12 10 100
INFERENCE: • 8% of the employees are earning below 10000. • 40% of the employees are earning 11000-15000. • 30% of the employees are earning 16000-20000. • 12% of the employees are earning 21000-25000. • 10% of the employees are earning above 25000.
CHART 4.4
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4. INTREPRETATION OF MONTHLY INCOME
BELOW 10000 11000-15000 16000-20000 21000-25000 ABOVE 25000
TABLE 4.5 5. AWARNESS OF GRIEVANCE
Attributes Yes No Total
No of employees 75 25 100
Percentage 75 25 100
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INFERENCE: ? ? 75% of the employees are aware of grievance handling system. 25% of the employees are not aware of grievance handling system.
CHART 4.5
5. AWARNESS OF GRIEVANCE
80 70 60 50 40 30 20 10 0 YES NO
TABLE-4.6 EMPLOYEES VIEW TOWARDS GRIEVANCE REDRESSAL PROCEDURE. General grievances No of employees Percentage
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Individuals Group of peoples Others Total
40 60 0 100
40 60 0 100
INFERENCE : ? ? people. ? 0% of the employees are negatively respondents by the general grievances. 40% of the employees of the general grievances are accuring in individuals. 60% of the employees of general grievances are accuring in group of
CHART-4.6 EMPLOYEES VIEW TOWARDS GRIEVANCE REDRESSAL PROCEDURE.
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70 60 50 40 30 20 10 0 yes no
TABLE -4.7 GRIEVANCE TOWARDS PSYCHOLOGICAL ENVIRONMENT Group members Excellent Good Average No of employees 25 40 20
50
Percentage 25 40 20
Fair Poor Total INFERENCE: ? ? ? ? ?
10 5 100
10 5 100
25% of the employees are excellent of grievance towards psychological environment. 40% of the employees are good of grievance towards psychological environment. 20% of the employees are average of grievance towards psychological environment. 10% of the employees are fair of grievance towards psychological environment. 5% of the employees are poor of grievance towards psychological environment.
CHART -4.7 GRIEVANCE TOWARDS PSYCHOLOGICAL ENVIRONMENT
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poor
fair
average
good
excellent
0
5
10
15
20
25
30
35
40
45
TABLE-4.8 EMPLOYEE COMMUNCATION TOWARDS MANAGEMENT
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Attributes Strongly agree Agree Neutral Dissatisfied Highly dissatisfied Total INFERENCE : ? ? ? ? ?
No of employees 40 30 20 7 3 100
Percentage 40 30 20 7 3 100
40% of the employees are strongly agree on communication towards management. 30% of the employees are agree on communication towards management . 20% of the employees are neutral on communication towards management. 7% of the employees are dissatisfied on communication towards management. 3% of the employees are very highly dissatisfied on communication towards management.
CHART 4.8 EMPLOYEE COMMUNCATION TOWARDS MANAGEMENT
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STRONGLY DISAGREE
3
DISAGREE
7
NEUTRAL
20
AGREE
30
STRONGLY AGREE
40
TABLE-4.9 GRIEVANCES TOWARDS WELFARE MEASURES.
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Canteen facility Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
No of employees 35 25 30 7 3 100
Percentage 35 25 30 7 3 100
INFERENCE : ? ? ? ? ? 35% of the employees are highly satisfied on canteen facility. 25% of the employees are satisfied on canteen facility. 30% of the employees are neutral on canteen facility. 35% of the employees are satisfied on canteen facility. 35% of the employees are highly dissatisfied on canteen facility.
CHART 4.9
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GRIEVANCES TOWARDS WELFARE MEASURES.
STRONGLY DISAGREE
3 7 30 25 35 0 5 10 15 20 25 30 35 40
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE
TABLE-4.10 CALCULATION OF ORAL COMMUNICATION GRIEVANCES
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Oral communication Yes No Total
No of employees 70 30 100
Percentage 70 30 100
INFERENCE: ? ? 70% of the employees are expressed through oral communication grievance. 30% of the employees are non expressed through oral communication grievance.
CHART 4.10 CALCULATION OF ORAL COMMUNICATION GRIEVANCES
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70 60 50 40 30 20 10 0 yes no
TABLE-4.11 THE GENERAL GRIEVANCE OCCUR
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Attributes Individuals Group of people Others Total
No of employees 30 45 25 100
Percentage 30 45 25 100
INFERENCE : ? ? ? 30% of the employees are individuals occur with general grievance. 450% of the employees are group of people occur with general grievance. 25% of the employees are others occur with general grievance.
CHART 4.11
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THE GENERAL GRIEVANCE OCCUR
others
group of people
individuals
0
10
20
30
40
50
TABLE-4.12 GRIEVANCE HANDLING PROCEDURE TRANSPARENT Attributes No of employees
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Percentage
Yes No Total
45 65 100
45 65 100
INFERENCE: ? ? 45% of the employees are feeling that grievance handling procedure is transparent. 65% of the employees are feeling that grievance handling procedure is not transparent.
CHART 4.12 GRIEVANCE HANDLING PROCEDURE TRANSPARENT
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70 60 50 40 30 20 10 0 yes no
TABLE-4.13 GRIEVANCE TOWARDS TRANSFERS
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Attributes Very frequently Frequently Rarely Very rarely Not at all Total
No of employees 3 7 15 30 45 100
Percentage 3 7 15 30 45 100
INFERENCE : ? ? ? ? ? 3% of the employees are has been transfer very frequently. 7% of the employees are has been transfer frequently. 15% of the employees are has been transfer rarely. 30% of the employees are has been transfer very rarely. 45% of the employees are has been transfer not at all.
CHART 4.13 GRIEVANCE TOWARDS TRANSFERS
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50 45 40 35 30 25 20 15 10 5 0 very frequently frequently rarely very rarely not at all
TABLE-4.14
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GRIEVANCE HANDLING PROCEDURE IS SIMPLE Attributes Yes No Total No of employees 80 20 100 Percentage 80 20 100
INFERENCE : ? ? 80% of the employees are feelings on grievance handling procedure is simple. 20% of the employees are feelings on grievance handling procedure is not simple.
CHART 4.14 GRIEVANCE HANDLING PROCEDURE IS SIMPLE
65
no
yes
0
20
40
60
80
TABLE 4.15 GRIEVANCE REDRESSAL ARE POST PONED Attributes Strongly agree No of employees 35
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Percentage 35
Agree Neutral Disagree Strongly disagree Total INFERENCE : • • • • •
30 10 5 20 100
30 10 5 20 100
35% of the employees are strongly agree grievance redressal are post poned. 30% of the employees are agree grievance redressal are postponed. 10% of the employees are neutral grievance redressal are postponed. 35% of the employees are disagree grievance redressal are postponed. 35% of the employees are strongly disagree grievance redressal are post poned.
CHART 4.15
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GRIEVANCE REDRESSAL ARE POST PONED
STRONGLY DISAGREE
20
DISAGREE
5
NEUTRAL
10
AGREE
30
STRONGLY AGREE
35
TABLE 4.16 SATISFIED OF THE GRIEVANCE HANDLING SYSTEM
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Attributes Yes No Total
No of employees 80 20 100
Percentage 80 20 100
INFERENCE : • • 80% of the employees are satisfied on grievance handling system. 20% of the employees are dissatisfied on grievance handling system
CHART 4.16 SATISFIED OF THE GRIEVANCE HANDLING SYSTEM
69
no
yes
Findings:
35% of the employees are experienced in below 5 years 20% of the employees are experienced in 6-10 years.17% of the employees are experienced in 11-15 years.15% of the employees are experienced in 16-20 years.10% of the
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employees are experienced in 21-25 years.3% of the employees are experienced in above 25 years.
12% of the employees are ITI graduates.10% of the employees areDIPLOMO.30% of the employees are DEGREE graduates.40% of the employees are PG graduates.8% of the employees are OTHER graduates.
8% of the employees are earning below 10000.40% of the employees are earning 11000-15000.30% of the employees are earning 16000-20000.12% of the employees are earning 21000-25000.10% of the employees are earning above 25000.
75% of the employees are aware of grievance handling system.25% of the employees are not aware of grievance handling system.40% of theemployees of the general grievances are accuring in individuals.60% of the employees of general grievances are accuring in group of people.0% of the employees are negatively respondents by the general grievances.
25% of the employees are excellent of grievance towards psychological environment.40% of the employees are good of grievance towards psychological environment.20% of the employees are average of grievance towards psychological environment.10% of the employees are fair of grievance towards psychological environment.5% of the employees are poor of grievance towards psychological environment.
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30% of the employees are excellent of grievance towards psychological environment.25% of the employees are good of grievance towards psychological environment.25% of the employees are average of grievance towards psychological environment.15% of the employees are fair of grievance towards psychological environment.5% of the employees are poor of grievance towards psychological environment.
20% of the employees are highly satisfied on between the grievance relation.35% of the employees are satisfied on between the grievance relation. 25% of the employees are neutral on between the grievance relation. 15% of the employees are dissatisfied on between the grievance relation.5% of the employees are very highly dissatisfied on between the grievance relation.
30% of the employees are highly satisfied on between the grievance relation in department level. 25% of the employees are satisfied on between the grievance relation in department level . 25% of the employees are neutral on between the grievance relation in department level.15% of the employees are dissatisfied on between the grievance relation in department level.5% of the employees are very highly dissatisfied on between the grievance relation in department level.
25% of the employees are highly satisfied on between the grievance relation in redressal committee. 30% of the employees are satisfied on between the grievance relation in redressal committee .30% of the employees are neutral on between the grievance relation in redressal committee. 10% of the employees are dissatisfied on between the grievance relation in redressal committee. 5% of the employees are very highly dissatisfied on between the grievance relation in redressal committee.
35% of the employees are highly satisfied on between the grievance relation in head of unit level.25% of the employees are satisfied on between the grievance relation in head of unit level 25% of the employees are neutral on between the
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grievance relation in head of unit level.10% of the employees are dissatisfied on between the grievance relation in head of unit level. 5% of the employees are very highly dissatisfied on between the grievance relation in head of unit level.
40% of the employees are strongly agree on communication towards management.30% of the employees are agree on communication towards management . 20% of the employees are neutral on communication towards management. 7% of the employees are dissatisfied on communication towards management. 3% of the employees are very highly dissatisfied on communication towards management.
35% of the employees are highly satisfied on canteen facility.25% of the employees are satisfied on canteen facility.30% of the employees are neutral on canteen facility.35% of the employees are satisfied on canteen facility.35% of the employees are highly dissatisfied on canteen facility.
40% of the employees are highly satisfied on medical facility25% of the employees are satisfied on medical facility.30% of the employees are neutral on medical facility.2% of the employees are satisfied on medical facility.3% of the employees are highly dissatisfied on medical facility.
25% of the employees are highly satisfied on safety facility.35% of the employees are satisfied on safety facility.35% of the employees are neutral on safety facility.3% of the employees are satisfied on safety facility.2% of the employees are highly dissatisfied on safety facility.
40% of the employees are highly satisfied on welfare facility.25% of the employees are satisfied on welfare facility.30% of the employees are neutral on welfare facility.8% of the employees are satisfied on welfare facility.2% of the employees are highly dissatisfied on welfare facility.
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70% of the employees are expressed through oral communication grievance.30% of the employees are non expressed through oral communication grievance.
30% of the employees are individuals occur with general grievance.450% of the employees are group of people occur with general grievance.25% of the employees are others occur with general grievance.
45% of the employees are feeling that grievance handling procedure is transparent.65% of the employees are feeling that grievance handling procedure is not transparent.
3% of the employees are has been transfer very frequently.7% of the employees are has been transfer frequently.15% of the employees are has been transfer rarely.30% of the employees are has been transfer very rarely.45% of the employees are has been transfer not at all.
80% of the employees are feelings on grievance handling procedure is simple.20% of the employees are feelings on grievance handling procedure is not simple.
35% of the employees are strongly agree grievance redressal are post poned.30% of the employees are agree grievance redressal are ostponed.10% of the employees are neutral grievance redressal are postponed.35% of the employees are disagree grievance redressal are postponed.35% of the employees are strongly disagree grievance redressal are post poned.
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80% of the employees are satisfied on grievance handling system.20% of the employees are dissatisfied on grievance handling system
Conclusion: Grievance redressal procedure of saffron micro system is transparent and also simple. Majority of the employees are aware of the grievance and its redressal procedure and are satisfied by it,
Grievance is common to all, we find some of the saffron micro system employees have grievance. Grievance free persons can be more effective.
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Bibliography: Industrial relations and 2001 edition-sulthan chand-P.C. tripathi and sons publications and C.B. guptha Research methodology – 2002 edition-K.K. gupta – C.R. Kothan publications WWW.SAFFRONSYSTEM.COM WWW.GOOGLE.COM WWW.GRIEVANCEREDRESSALSYSTEM.COM
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doc_127244427.doc
In general, grievance (from class. lat. gravis – heavy) is a wrong or hardship suffered, whether real or supposed, which forms legitimate grounds of complaint. In the past, the word meant oppressive state of things
CHAPTER-I Introduction: Human resource management encompasses those activities designed to provide for and co ordinates the human resources of an organization represent one of its largest investment. The activities of HR functions include HR planning, recruitment and selection , HRD compensation and benefits etc.., HRD includes orienting and training employees, designing systems for maintaining individual employee details. Human resources management that helps managers recruit select, train and develops members for an organization. MEANING: A serious of integrated decisions from the employment relationship there quality, contributes to the ability of the organization. And the employees to achieve their objective. Management is the planning, organizing, directing , and controlling of the recruitment , development , integration , compensation , maintenance and separate of human resources to the end that individual , organizational objectives are accomplish.
1
SCOPE: ? Employee hiring. ? Employee and executive remuneration. ? Employee motivation. ? Employee maintenance. ? Industrial relations.
OBJECTIVES : ? Social objective. ? Organizational objective. ? Functional objective. ? Personal objective.
Social objective: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.
2
Organizational objective: To recognize the role of HRM bringing about organizational effectiveness. HRM is only assist the organization with its primary objectives. Functional objective: To maintain the departments contribution at a level appropriate to an organization need. The departments level of service must be failures to fit the organizational it serves. Personal objective: To assist employees achieving the personal goals, at least in so for as their goals enhance the individuals contribution to the organization.
3
ORGANIZATION PROFILE: Saffron micro system SAFFRON MICRO SYSTEM pvt . ltd was started on 28 th march 2000 as a software development at Coimbatore , India. It was set up with a single goal and direction , namely making quality work for our customers. Saffron micro system have an organized and systematic approach to help companies meet global competition through IT. Their service delivery is just beginning of their relationship with our customer. Saffron micro system is an organization of young , like minded quality professional with a dream of making India a quality driven country. The team is young , energetic and dynamic and committed who believes and practices quality as it profession. Many of us do have postgraduate qualifications in many specialized area. Today we are a team around 150 software developers who are full time employees of pacific IT solution , assisting various projects in India in software development. We are available on phone , fax , email, or you can write to us if you prefer. We would be delighted to give you more information of simply here your thought on how we could help reach your goal.
Infrastructure resources
4
To excel in customer satisfaction and to be the centre of excellence in providing an on time, high quality and customize solutions to telecommunication and web e-solution. They combine the best people and technology to achieve excellent results consistently. They also offer customers the advantages of, Speed : They understand the importance of timing. A rich portfolio of reusable , modular framework help jump start projects. Tried and tested methodology ensures that they follows a predictable ., low risk path to achieve result. Expertise: Their team combines cutting edge technology skills with rich domain expertise. What is equally important they share a strong customer orientation that means they actually start by listening to the customer, they are focused on coming up solutions that serve customer requirement today and anticipate future needs.
Fields of expertise:
5
A divers skill set in almost in every key area in the web telecommunication space sees us deliver varied solution frame work for client world wide. ? Internet solutions ? Intranet solutions ? Web designing ? Hosting solution ? Internet security
Our core competencies are built around these sections. Projects undertaken by saffron micro system pvt ltd ? Banking project ? Internet project ? ERP project
Grievance redressal procedure:
6
In view of C.B. memoria , “A grievance procedure is essential because if brings uniformity in the handing of grievances”. Which grievance are settled generally to the satisfaction of the trade union (or) employees and the management. Stages in grievance handling system scheme of grievance redressal for staff and officers in saffron micro system: Type of grievances: grievances arising out of acrs, promotions, issues concerning more than one employee, grievance arising out of discharge or dismissal of an employee or grievance arising out of disciplinary action. STAGE1: ? Should be communicated to immediate supervisor orally who in turn should reply within one week ? The grievance should be sent through personnel executive to department head; PE should record his comments and sent it to the department head within three days. STAGE2: The departmental head has to decide the issue within seven working days or refer the grievance to the unit grievance redressal committee. STAGE3: The grievance redresaal committee constituted by unit management should be processed within one month and the recommendations sent to the head of the division/unit for a decision.
STAGE4:
7
The head of the division/unit well be conveyed within 10 days and well be final. STAGE5: ? In exceptional cases with the concurrence of the grievances redressal committee/head of division/unit the aggrieved employee who is not satisfied with the decision of the head of the unit well have the option to appeal to the director. ? Appeals thus received well be processed by the corporate grievance committee who in turn well submit its recommendations to the director (personnal) within a period of one month. The decision of the DP well be conveyed in 15 days, which will be final and binding. SCCL has formulated a Grievance Redressal Mechanism for its employees, advising the officers from time to time to put in their best efforts, to examine the grievances submitted by the workmen in a better manner at different stages and redress the grievances expeditiously. The genuine grievances of the workmen are attended to by the managerial personnel in a well established manner and this procedure i.e. Grievance Redresseal Procedure is followed at 3 levels for prompt action.
AIMS & OBJECTIVES:
8
? To provide the employees an easy and readily accessible machinery for prompt disposal of their day to day Grievances. NATURE OF GRIEVANCES THAT FALL FOR REDRESSAL UNDER GRIEVANCE PROCEDURE: Complaints affecting one or more individual workers in respect of their – wage, payment of overtime wages, bonus, railway fare (LTC/LLTC), leave, transfer, promotions, increments seniority, work assignment, working conditions, hours of employment, output of workmen (work load), training and settlement of terminal benefits. DIFFERENT STAGES FOR REDRESSAL OF GRIEVANCES, PROVIDED FOR UNDER COMPANY’S GRIEVANCE REDRESSAL PROCEDURE: FIRST STAGE (MINE/DEPARTMENT LEVEL): The aggrieved employee shall represent his grievance either in person or in writing to the Welfare Officer or any other Officer in the Mine/Dept, which should be acknowledged. A written reply should be sent to the worker under the signature of the Manager/HoD within 10 days.
SECOND STAGE (AREA LEVEL):
9
If the employee is not satisfied, he may request the Manager/HoD to forward his Grievance to the Grievance Committee constituted at Area level which consists of – MANAGEMENT REPRESENTATIVES a) General Manager of the Area b) c) Manager/HOD Area Personnel Dept. Head (Member Secretary) WORKMEN REPRESENTATIVES a) One permanent member nominated by the Recognised Trade Union of the Area OR in his absence, a representative duly authorised by the said Union. b) A representative of the Registered Trade Union OR a coworker of the worker’s choice. The recommendations of the Grievance Committee shall be
communicated to the concerned workmen within 10 days. A copy of the minutes of the Grievance Committee meeting may be supplied to the Representative of the Recognized Union.
10
OBJECTIVES OF THE STUDY :
? To know whether the employees are satisfied through the grievance redressal procedure in saffron micro system. ? Problem faced by the employee. ? To know whether the employees grievance arises towards welfare measures. ? To study on effectiveness of grievance handling system of saffron micro system. ? To analyse the impact of decision taken by the management.
Scope of the study
11
? The scope of the study is confined to saffron micro system, coimbatore with respect to executives only. ? The project throws light on the grievance level of the employees on saffron micro system, coimbatore ? The project has the medium of solutions towards the cause of worst cause condition ? The study has the closed circled range of circumstance to prevent the grievance in the organization.
Limitation of the study
12
? The study is conducted only at saffron micro system, coimbathore unit ? The time and cost was major constrains in performing it. ? The time was the major contains, as the study has to be completed within the stipulated lime limit. ? These limitations were easily overcome and the study was very useful.
Grievance Redressal Policy In the present scenario of competitive banking, excellence in customer service is the most important tool for sustained business growth. Customer complaints are part of the business life of any corporate entity. This is more so
13
for banks because banks are service organizations. As a service organization, customer service and customer satisfaction should be the prime concern of any bank. The bank believes that providing prompt and efficient service is essential not only to attract new customers, but also to retain existing ones. This policy document aims at minimizing instances of customer complaints and grievances through proper service delivery and review mechanism and to ensure prompt redressal of customer complaints and grievances. The review mechanism should help in identifying shortcomings in product featuresand service delivery. The bank’s policy on grievance redressal follows the under noted principles. ? Customers be treated fairly at all times ? Complaints raised by customers are dealt with courtesy and on time ? Customers are fully informed of avenues to escalate their complaints/grievances ? within the organization and their rights to alternative remedy, if they are not fully ? satisfied with the response of the bank to their complaints. ? The bank employees would work in good faith and without prejudice to the interests of the customer.
In order to make bank’s redressal mechanism more meaningful and effective, a structured system has been built up. This system would ensure that
14
the redressal sought is just and fair and is within the given frame-work of rules and regulation. The policy document would be made available at all branches and at Bank’s website www.pnbindia.com . All the employees would be made aware about the Complaint handling process. A complaint is expression of dissatisfaction made to an organization, related to its products, or services, or the complaints’ handling process itself, where a response or resolution is explicitly or implicitly expected. The customer complaint arises due to; a. The attitudinal aspects in dealing with customers b. Inadequacy of the functions/arrangements made available to the customers or gaps in standards of services expected and actual services rendered. 2. Internal Machinery to handle Customer complaints/ grievances Customer Service Committee of the Board Customer Service Committee of the Board would be responsible for the rendering of customer service to the individual, both as a depositor and also as a borrower. This sub-committee of the Board would be responsible for formulation of a Comprehensive Deposit Policy, the product approval process and the annual survey of depositors’ satisfaction and tri-enniel audit of such services and examining service issues for the individual as a borrower. The Committee would also examine any other issues having a bearing on the quality of customer service rendered. This Committee would also review the functioning of Standing Committee on Customer Service. 2.2 Standing Committee on Customer Service
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The Standing Committee on Customer Service will be chaired by the Executive Director of the bank. Besides two to three senior executives of the bank, the committee would also have two to three eminent representatives drawn from the public as members. The committee would have the following functions. Evaluate feed-back on quality of customer service received from various quarters. The committee would also review comments/feed-back on customer service, implementation of commitments in the Code of Bank’s Commitments to Customers and complaints related to non-compliance there of. The Committee would be responsible to ensure that all regulatory instructions regarding customer service are followed by the bank. Towards this, the committee would obtain necessary feed-back from zonal/regional managers functional heads. The committee would also consider unresolved complaints/grievances referred to it by functional heads responsible for redressal and offer their advice. The committee would submit report on its performance to the customer service committee of the board at quarterly intervals. Officials to handle complaints and Grievances Likewise, at Zonal/Regional offices, respective Zonal Managers/Regional Managers are the Nodal Officer at the respective ZO/RO and are responsible for the implementation of customer service and complaint handling for the branches under their administrative control. The names, addresses, e-mail and contact numbers of Nodal Officer(s) will be available at the branches.
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?Code Compliance Officer: We have adopted the BCSBI’s Code of Bank’s Commitments to Customers. It has been placed on our website copy of the same has been displayed at the branches and can be obtained from the branch manager. To ensure implementation of the Code of Bank’s Commitments to Customers, Bank has designated a Principal Code Compliance Officer at head office and a Code Compliance Officer at each of the controlling offices above the level of the branch viz. Zonal/Regional offices. The names, addresses, e-mail and contact numbers of Code Compliance Officers will be displayed at the branches. Complaints relating to non compliance of the Code of Bank’s Commitments to Customers may be lodged with the Code Compliance Officers. 3. Complaint Registration A customer may lodge complaint either in writing or through electronic means if he is not satisfied with the services provided by the bank. All complaints will be recorded by the Bank in a database. The database, along with the acknowledgement letter and other correspondence will be preserved for at least 3 years for future reference. Arrangements for receiving complaints and suggestions are given hereunder. Complaint book is also available at all the branches. A customer can obtain it from the branch manager, record his grievances therein and obtain acknowledgement. Customer may use complaint cum suggestion box kept at branch for any feedback/suggestions for improvement in our products and services. Complaints over Telephone The minor complaint may be lodged with the Chief Host in Zonal Office of the concerned branch or to the Branch Manager. The name and
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telephone number of Chief Host of the concerned branch are displayed in the branches. Customer Relationship Centre A Complaint can also be reported to our Customer Relationship Centre on toll free number 1800 180 2222, accessible 24 hour from MTNL/BSNL fixed phones throughout India or 0124 2340000 - a paid number, which is accessible from fixed as well as mobiles of any telecom operator. Complaints through e-mail Customer can submit complaint through email also. E-mail addresses of the Nodal Officer and Code Compliance Officer have been provided at the branches. 4. Resolution of Grievances Branch Manager is responsible for the resolution of complaints/grievances in respect of customer service by the branch. He would be responsible for resolving complaints completely to the customer’s satisfaction and ensuring closure of all complaints received at the branches. If the branch manager feels that it is not possible to solve the complaint at his level, he will refer to Regional or Zonal Office, as the case may be, for guidance. Similarly, if Regional or Zonal office finds that they are not able to solve the problem, they may refer to the Nodal Officer at head office. 4.1 Time frame We view complaints in the right perspective because they provide us an opportunity to improve the working of the bank. Complaint received would be analyzed from all possible angles. Bank will endeavor to send an acknowledgement/response within one week from date of receipt. Complaints received, which would require some time for examination of issues involved
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will be got examined in detail. Bank will send final response or explain why more time is required and endeavor to do so within six weeks of receipt of the complaint. c) The District Consumer Forum under Consumer Protection Act, 1985 Interaction with customers Some of the complaints arise on account of lack of awareness amongst customers about Bank services. The bank recognizes that customer’s expectation/requirement/grievances can be better appreciated through personal interaction with customers by bank’s staff which also help the customers appreciate banking services better. In view of this,following arrangements have been made. Personal Hearing On 15th of every month (next working day in case 15th is a Saturday/holiday/closed day); customer can meet the Branch Manager/ Regional Manager / Zonal Manager/ Chairman & Managing Director in their office from 3 PM to 5 PM for redressal of his grievances as well as for offering suggestions.
Customer Service Committees Customer Service Committees have been set up in all Branches/Regional/Zonal offices to look into the quality of customer service rendered and critically examine the feedback/suggestions for improvement in customer service. These committees meet once in a month and customers are invited therein once in a quarter. Customer Relations Programme We also convene Customer Relations Programmes twice a year, at Zonal/ Regional level, wherein customers from different segments are invited and their grievances / suggestions are looked into.
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Sensitizing operating staff on handling complaints Staff would be properly trained for handling complaints. We are dealing with people and hence difference of opinion and areas of disagreement can arise. With an open mind and a smile on the face we shall endeavor to win the customer’s confidence. The Nodal Officer would ensure that internal machinery for handling complaints/grievances operates smoothly and efficiently at all levels. He would give feed back on training needs of staff at various levels to the HRD Division.
ORGANISATIONAL SET UP FOR REDRESS OF EMPLOYEE GRIEVANCES IN GOVERNMENT OF INDIA The Department of Administrative Reforms and employee Grievances is the chief coordinating agency for redress of employee grievances arising from the work of saffron micro system. According to the allocation of Business Rules 1961 the main functions of the Department in the sphere of redress of employee grievances are as follows: Policy and coordination of issues relating to: (i) Redress of employee Grievances in general
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(ii)
Grievances pertaining to Central Government Agencies The role of co-ordination consists mainly in laying down broad policy guidelines for the institutionalization of grievance redress system in each organization. The Department is thus not engaged in the substantive redress of grievances, which arises out of the working of innumerable agencies of the Government organizations through out the country. Since most grievances arise at field level, their actual redress has necessarily to come from agencies functioning at the local level which are fully conversant with the subject matter of grievances related to their respective field of activity. The grievances received in the Department of Administrative Reforms and employee Grievances are, therefore, forwarded after scrutiny to the Ministries and Department concerned and other organizations of Government for appropriate action. However, considering serious nature of grievances certain grievances are taken up by this Department for close monitoring until their final disposal by the Departments concerned.
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REVIEW OF LITERATURE
According to “ jucius “ any discontent or dissatisfaction whether exposed are not valid or not arising out of anything connected with the company which an employee thinks believes or even fails to be unfair, unjust or inequitable. In the aspect of dale yoder, “a written complaint filled by an employee and claiming unfair treatment”. Every employee has fulfilled by the organization he is working for. When the organization fails to do this, he develops a felling of discontent or dissatisfaction. Thus grievance is caused due to the difference between employee expectations and management practices.
CAUSES OF GRIEVANCES: Both calhoon and other many observed that the grievance is caused by many factors; the causes of grievances may broadly be classified on the following categories. Form the industrial relations and labour laws book reference for the author of R. thirupathi and C.B. gupta, grievance causes due to manes reasons they are.
Grievance Basics
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The Faculty Association is the exclusive bargaining agent for all full- and part-time faculty members in the Foothill-De Anza Community College District. Every three years, the District and the FA bargain a new Agreement, and by ratifying it, all District faculty and the Board agree to abide by all of its provisions.
Occasionally, faculty members or the Association allege that the Board (meaning, any manager authorized to act for the Board) has committed a violation, misapplication or misinterpretation (VMM) of specific provisions of the Agreement. In written form, that allegation becomes a grievance. The FA and Board have agreed to resolve all grievances with a uniform process described in Article 5 of the Agreement. An outline of the Article 5 Grievance Procedure appears in the following flowchart. Note that flowchart event deadlines are defined in terms of "school days." A school day is any day the colleges are in session during the regular academic year. There are 175 school days in the academic year (see Appendices H1, H2 and H3 in the Agreement), beginning with opening day in the fall quarter and ending with the last day of finals spring quarter. This means that the grievance clock stops during summer sessions and inter-quarter breaks.
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Process Steps
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There are four main grievance process steps: discovery, conciliation, internal review and arbitration. A summary of what happens at each of these step appears below. Click on a link here, or at the bottom of the page, to see a full discussion of what happens at that step in the grievance process.
Discovery The date when the grieving faculty member (grievant) discovered, or reasonably could have discovered, the circumstances leading to the grievance.
Conciliation The informal, confidential effort to resolve the grievance between the faculty member and the Board at the lowest possible administrative level before a formal grievance can be filed. This effort is normally assisted by a FAappointed campus conciliator.
Internal Review Hearing An informal meeting scheduled by the college president, or the president's designee. The president listens to the grievant, the responding administrator and their representatives as they address the allegations contained in a timely Notice of Grievance that has been filed with the District. The president writes an Internal Review Hearing decision regarding the Notice of Grievance allegations.
Arbitration Hearing
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A formal hearing before an arbitrator chosen from a list of seven possible candidates supplied by the State Conciliation Service. Legal counsel represents both parties and all testimony by witnesses is under oath. After reviewing evidence, testimony and argument briefs from both parties, the arbitrator renders a written decision that is binding on both parties. Employee Mediation and Grievance Process
Policy It is the policy of State Government that an Employee Mediation and Grievance Process shall exist to allow for prompt, fair and orderly resolution of grievances arising out of employment.
Agencies may choose to adopt the Employee Mediation and Grievance Process, or choose to use the Employee Appeals and Grievance Policy, which does not offer mediation. Agencies shall have the flexibility to decide what grievable issues shall be mediated under this policy. Agencies adopting the Employee Mediation and Grievance Process shall establish procedures that include the minimum requirements of this policy.
Objectives In establishing this policy for the Employee Mediation and Grievance Process, the State Personnel Commission seeks to achieve these objectives: • Assure employees have access to grievance procedures to address their grievable issues rapidly, fairly and without fear of reprisal; • Contain costs to process grievances; and • Resolve workplace issues and problems efficiently and effectively.
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Overview of Employee Mediation and Grievance Process Informal Meeting with Supervisor
Agencies shall encourage direct communication between employees and supervisors to attempt to address grievances in the spirit of cooperation and compromise. Step 1: Mediation Mediation is the first step in the grievance process and involves the services of a neutral third person that assists an employee and an agency representative in resolving an employee grievance in a mutually acceptable manner. Mediation provides an opportunity for the two parties to openly discuss the grievance and reach a resolution that is mutually acceptable to both the agency and the employee.When mediation results in a resolution of the grievance,parties will sign a Mediation Agreement. If a grievance involves an issue that the agency has identified as not subject to mediation, the employee shall begin the grievance process at Step 2 of this policy.
Advisory Note: The list of covered persons above is based on those defined by the State Personnel Act as having the right of appeal. No agency can prevent covered persons from filing a grievance based on the issues listed above. Some of the listed issues may require mediation as the first step; others may not allow mediation as the first step. For issues which the agency has determined are not subject to mediation, these issues must begin with Step 2. Agencies may also permit grievances to be filed that are based on issues other than those listed. These grievances would not be appealable to the State Personnel Commission. The agency grievance procedure must provide information on other issues that are grievable, how to file a grievance for
27
those issues, and the time frames which apply.
Flexibility Agencies shall have the flexibility to decide which grievable issues will not be subject to mediation. In addition, agencies may choose to mediate nongrievable issues by developing internal agency policies and procedures outside the scope of this policy. Agencies may request to utilize approved mediators serving in the OSP Mediator Pool for mediating nongrievable issues. In such situations, OSP and the requesting agency shall work out a mutually acceptable process to access the mediator pool of resources.
INFORMAL MEETING WITH SUPERVISOR For all grievable issues, the employee is encouraged to first attempt to resolve a grievable issue with their immediate or other appropriate supervisor in the employee’s chain of command. Advisory Note: Employees alleging illegal discrimination or retaliation shall be able to choose to follow the agency grievance procedure, including mediation, or choose to appeal directly to the State Personnel Commission. However, employees should be aware that the timeframes which allow the employee 30 days to file a grievance alleging discrimination must be adhered to whether they choose to follow the agency grievance procedure, including mediation, or whether they choose to appeal directly to the State Personnel Commission by filing a petition for a contested case hearing with the Office of Administrative Hearings. The 30 day timeframe is not applicable to discrimination complaints filed with the Equal Employment Opportunity
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Commission. Continued on next page STEP 1: MEDIATION PROCEDURE Where an agency has designated an issue as subject to mediation, mediation is Step 1 in the Employee Mediation and Grievance Process. Mediation follows unsuccessful attempts by employees to resolve grievable issues with their immediate or other appropriate supervisor in the employee’s chain of command. An employee must begin the grievance process by filing a grievance in accordance with the agency’s grievance procedure. An employee filing a grievance shall do so not later than 15 calendar days after the last incident for which the employee is filing the grievance or after unsuccessfully attempting to resolve the grievance informally, whichever is longer. Purpose of Mediation The purpose of mediation is to provide a non-adversarial way of resolving grievances by use of an alternative dispute resolution process. Parties are encouraged to reach a mutually acceptable resolution of grievances. Mediation Process The Office of State Personnel (OSP) will establish a process to assign mediators to grievances within a timely manner. The mediation process shall be concluded within 45 calendar days from the filing of the grievance unless the parties agree in writing to a longer period of time. Continued on next page Timing Mediations shall be conducted in a location approved by the mediator and shall be scheduled for an amount of time determined by the mediator to be sufficient. Mediations may be recessed by the mediator and reconvened at a later time.
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• A designated agency representative with the authority to reach an agreement will attend on behalf of the agency. • Emergency substitution of a mediator must be approved by the OSP Mediation Administrator or designee. • OSP Mediation Administrator and designees may attend as observers. • Representatives, advisors and/or attorneys are not permitted to attend. • Audiotape, videotape or other automated recordings are not permitted. Attorneys Because mediation is Step 1 of the internal agency grievance process, attorneys are not permitted to participate directly in the process. However, because a mediation that resolves an employee’s grievance will result in a Mediation Agreement, either party may ask for a recess at any time during the mediation in order to obtain legal advice regarding the terms of the Mediation Understanding Grievance Procedure in Human Resource Management If an organization has to move towards excellence, maintenance of harmonious and cordial relationship is a vital condition. Similar to organization’ expectations from the employees. The employees do have more expectation in terms what they have contributed to each other. Failure to meet with each others expectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of continuing in nature and often judiciallegal process may not be of much help in resolving them.
Managing Discipline:
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In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fixed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organization. Promotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. They are normally
- A shared culture - Inculcation of positive attitudes - Scope for problem solving and - A feeling of satisfaction
(1)Approaches to Deal with Indiscipline: This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic. (2) Judicial Approach: This is only an after effect approach. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. This is a time consuming process and conducive climates are not often restored. (3) Humanistic Approach: It lays emphasis on a healthy inter personal relationship between the employer and employee. Corrective steps are taken in helping the employees to get over
31
their difficulties and to the extent possible, punitive actions are avoided inspite of some perceived inconsistency that may exist among other workmen. (4) Human Resources Development (HRP) Approach: Keeping in mind the Theory Y and its implications, organizational goals have to be enhanced through adequate training, motivational patterns and personnel policies. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. Likewise, the effectiveness in maintaining discipline is also possible through the process of leadership. A leader has to exhibit mutuality of interaction, persuation, highly interpersonal in his relationships and get himself involved and should expect participation from others to achieve the organizational goals and bear in mind not to indulge in favoritism while taking appropriate actions. To avoid displeasure among the employees while enforcing discipline, it would be a desirable course of action if only one employees his diagnostic skills and intervention skills. If a change is to be expected in an individuals behavior, some amount of influence had to be exercised in order to create a congenial atmosphere. Managing Grievance: In a democratic set up any employee should be in a position to express his dissatisfaction, whether it be a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. The feeling of discontent or dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been presented in a highly informal way. A complaint turns into a grievance when (I) there is a feeling of injustice (II) expressing the feeling formally, either verbally or in writing and (III) it is related to policies, procedures and operations of the organization. The
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National Commission on labour (1969) for example defines grievance in the following way: “Complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitude grievance. Where the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedure”. Nature and Causes of Grievance: In an organization a grievance may be presented by an employee or group employees, with respect to any measure or a situation that directly affects the individual or is likely to affect, the conditions of employment of many workers. If such a grievance is transformed into a general claim, either by the union, or by a group of employees, then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining. In ‘Grievance Procedure, A survey of practices in industries in India’, it’s classified in to 19 causes of employee grievances have been outlined. They are 1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5. Disciplinary action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature of job 11. Payment 12. Acting promotion 13. Recovery of dues 14. Safety appliances 15. Superannuation 16. Suppression 17. Transfer 18. Victimisation and 19. Condition of work. The international labour Organization (ILO), clarifies a grievance as a compliant of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulation, covering such areas
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as overtime,leave,transfer,promotions,seniority,job assignment and termination of service EMPLOYEE GRIEVANCES DISCIPLINE In industrial context the word grievance is used in industrial context to esignate claims by workers of a Trade Union concerning their individual or collective rights under an applicable collective agreement, individual contract of employment, law, regulations, work rules, custom or usage. Such claims involve questions relating to the interpretation or application of the rules. The term “Grievance” is used in countries to designate this type of claim, while in some other countries reference is made to disputes over “right” or “legal” disputes.
The grounds for a grievance may be any measure or situation which concerns the relations between the employers and worker or which affects the conditions of employment of one or several workers in the undertaking when that measure or situation appears contrary to provisions of an applicable collective agreement or of an individual contract of employment, to work rules, to laws or regulations or to the custom or usage of the occupational branch of economy activity or country”. Grievances generally arise from the day to day working relations in an undertaking, usually a worker or trade union protest against or act or omission of management that is considered to violate worker rights. Grievances typically arise on such matters like discipline and dismissal, the payment of wages & other fringe benefits, working time, over time and time off entitlement, promotions, demotions and transfer, rights
34
deriving from seniority, rights of supervisors and the Union officers, job classification problems, the relationship of works rules to the collective agreement and fulfillment of obligations relating to safety and health as laid down in the agreement. Such grievances, if not dealt with a procedure that secures the respect of parties, can result in embitterment of the working relationship and a climate of industrial strife. Procedure for settlement It has been widely recognized that there should be an appropriate procedure through which the grievances of workers may be submitted and settled. This recognition is based both on consideration of fairness and justice, which requires that workers’ claims regarding their rights should receive fair and impartial determination, and on the desire to remove from the area of power conflict a type of dispute that can properly be settled through authoritative determination of the respective rights and obligations of parties. Essence of Model Grievance Procedure: The three cardinal principles of grievance settlement, under the procedure, are; 1. Settlement at the lowest level, 2. Settlement as expeditiously as possible; and 3. Settlement to the satisfaction of the aggrieved Like justice, grievance must not only be settled but also seem to be settled in the eyes of the aggrieved.
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The Model Grievance Procedure has a three tier system for the settlement at the levels of the immediate supervisor; departmental or factory head; and a bipartite grievance committee representing the management and the union, with a provision for the arbitration appeal to the organization head, and a specified time limit for the resolution process. Views of the National Commission on Labour NCL has recommended that a formal grievance procedure should be introduced in units employing 100 or more workers and they are: 1. There should be a statutory backing for the formulation of an effective grievance procedure which should be simple, flexible, less cumbersome and more or less n the lines of Model Grievance Procedure, 2. It should be time bound and have a limited number of steps namely, approach to the immediate supervisory staff; appeal to the departmental head/manager; and appeal to the bipartite grievance committee representing management and the recognized Union. 3. A grievance procedure should be such that it gives a sense of satisfaction to the individual worker, ensures reasonable exercise of authority to the manager and a sense of participation to Unions, 4. The constitution of the grievance committee should have a provision that in case a unanimous decision is not possible, the unsettled grievance may be referred to arbitration. At the earlier stages the worker should be free to be represented by a co worker and later by an officer of the union, if one exists, 5. It should be introduced in all units employing 100 or more workers. INDISCIPLINE/MISCONDUCT
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Discipline is the employee self control which prompts him to willingly co- operates with the organizational standards, rules, objectives, etc. Misconduct is the transgression of some established and definite rules where no discrimination is left to the employee. It is violation of rules. Any breach of these rules and discipline may amount to misconduct. It is an act or conduct which is prejudicial to the interest of the employer or is likely to impair the reputation of the employer or create unrest and can be performed even outside the premises of the establishment and beyond duty hours. It is for the management to determine in its Standing Orders as to what shall constitutes acts of misconduct and to define the quantum of punishment for them. Causes of misconduct: • Unfair labour practices and victimization on the part of employers, like wage diffentials, declaration of payment or non payment of bonus, wrongful works assignments, defective grievance procedure etc., • Bad service conditions, defective communications by superiors and ineffective leadership lead to indiscipline, • Poverty, frustration, indebtedness, generally overshadow the minds of the workers, these agitate their minds and often result in indiscipline, • Generally speaking absenteeism, insubordination, dishonesty and disloyalty, violation of plant rules, gambling, incompetence, damage to machine and property, strikes, etc., all lead to industrial indiscipline. Remedial Measure for Acts of Indiscipline:
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• Labour is most important factor of production. Therefore an Organization can prosper only if labour is properly motivated towards the attainment of specific goals. A more humane approach is necessary to motivate them. • Each worker, as an individual, needs a fair or reasonable wage to maintain himself and his family in good health and spirits. So the wage should be adequate so that the worker may meet the economic needs of his family, • He Trade Union leadership should be developed from within the rank and file of workers, who would understand their problems and put it up to the management in the right perspective.
Disciplinary Action: Indiscipline is the result of many interrelated reasons- economic, psychological, social etc. It needs to be properly handled. The disciplinary action must conform to certain principles e.g. • The principal of natural justice must guide all enquiries and actions. No biased person to conduct inquiry, • The principal of impartiality or consistency must be followed, • The disciplinary authority should offer full opportunity to the worker to defend himself. Procedure for Punishment:
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• Framing and Issuing of Charge sheet • Receiving the defendants’ Explanation • Issuing the notice of Inquiry • Holding the Enquiry • Findings of the Inquiry Officer • Decision of the Disciplinary Authority • Communication of the Order of Punishment Termination of Employment: • Voluntary abandonment of Service by the Employee • Resignation by the employee • Discharge by notice thereof given by the employer • Discharge or dismissal by the employer as a punishment for misconduct, • Retirement on reaching the age of superannuation Type of Punishment Under Standing Orders: 1. Censure or Warning 2. Fines 3. Suspension 4. Dismissal
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ANALYSIS AND INTERPRETATION TABLE 4.1 1.NO OF EXPERIENCE INTREPRETATION FROM THE GIVEN SAMPLE. Experience years Below 5 years No of employees 35 Percentage 35
40
6-10 years 11-15 years 16-20 years 21-25 years Above 25 years Total
20 17 15 10 3 100
20 17 15 10 3 100
INFERENCE : • 35% of the employees are experienced in below 5 years. • 20% of the employees are experienced in 6-10 years. • 17% of the employees are experienced in 11-15 years. • 15% of the employees are experienced in 16-20 years. • 10% of the employees are experienced in 21-25 years. • 3% of the employees are experienced in above 25 years. CHART 4.1
41
1.NO OF EXPERIENCE INTREPRETATION FROM THE GIVEN SAMPLE
below 5 yrs 6-10 yrs 11-15 yrs 16-20 yrs 21-25 yrs above 25 yrs
TABLE 4.2 2. EDUCATIONAL QUALIFICATION
42
Qualification ITI DIPLOMO DEGREE PG OTHER Total
No of employees 12 10 30 40 8 100
Percentage 12 10 30 40 8 100
INFERENCE: • 12% of the employees are ITI graduates. • 10% of the employees are DIPLOMO. • 30% of the employees are DEGREE graduates. • 40% of the employees are PG graduates. • 8% of the employees are OTHER graduates.
CHART 4.2
2. EDUCATIONAL QUALIFICATION
43
ITI DIPLAMO DIGREE PG OTHER
TABLE 4.3 DESIGNATION OF EMPLOYEES Designation A4 A5 A6 A7 A8 A9
CHART 4.3 3.
No of employees 10 15 30 30 5 10 DESIGNATION OF EMPLOYEES
44
A4/B4 A5/B5 A6/B6 A7/B7 A8/B8 A9/B9
TABLE 4.4 3. INTREPRETATION OF MONTHLY INCOME
45
Salary Below 10000 11000-15000 16000-20000 21000-25000 Above 25000 Total
No of employees 8 40 30 12 10 100
Percentage 8 40 30 12 10 100
INFERENCE: • 8% of the employees are earning below 10000. • 40% of the employees are earning 11000-15000. • 30% of the employees are earning 16000-20000. • 12% of the employees are earning 21000-25000. • 10% of the employees are earning above 25000.
CHART 4.4
46
4. INTREPRETATION OF MONTHLY INCOME
BELOW 10000 11000-15000 16000-20000 21000-25000 ABOVE 25000
TABLE 4.5 5. AWARNESS OF GRIEVANCE
Attributes Yes No Total
No of employees 75 25 100
Percentage 75 25 100
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INFERENCE: ? ? 75% of the employees are aware of grievance handling system. 25% of the employees are not aware of grievance handling system.
CHART 4.5
5. AWARNESS OF GRIEVANCE
80 70 60 50 40 30 20 10 0 YES NO
TABLE-4.6 EMPLOYEES VIEW TOWARDS GRIEVANCE REDRESSAL PROCEDURE. General grievances No of employees Percentage
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Individuals Group of peoples Others Total
40 60 0 100
40 60 0 100
INFERENCE : ? ? people. ? 0% of the employees are negatively respondents by the general grievances. 40% of the employees of the general grievances are accuring in individuals. 60% of the employees of general grievances are accuring in group of
CHART-4.6 EMPLOYEES VIEW TOWARDS GRIEVANCE REDRESSAL PROCEDURE.
49
70 60 50 40 30 20 10 0 yes no
TABLE -4.7 GRIEVANCE TOWARDS PSYCHOLOGICAL ENVIRONMENT Group members Excellent Good Average No of employees 25 40 20
50
Percentage 25 40 20
Fair Poor Total INFERENCE: ? ? ? ? ?
10 5 100
10 5 100
25% of the employees are excellent of grievance towards psychological environment. 40% of the employees are good of grievance towards psychological environment. 20% of the employees are average of grievance towards psychological environment. 10% of the employees are fair of grievance towards psychological environment. 5% of the employees are poor of grievance towards psychological environment.
CHART -4.7 GRIEVANCE TOWARDS PSYCHOLOGICAL ENVIRONMENT
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poor
fair
average
good
excellent
0
5
10
15
20
25
30
35
40
45
TABLE-4.8 EMPLOYEE COMMUNCATION TOWARDS MANAGEMENT
52
Attributes Strongly agree Agree Neutral Dissatisfied Highly dissatisfied Total INFERENCE : ? ? ? ? ?
No of employees 40 30 20 7 3 100
Percentage 40 30 20 7 3 100
40% of the employees are strongly agree on communication towards management. 30% of the employees are agree on communication towards management . 20% of the employees are neutral on communication towards management. 7% of the employees are dissatisfied on communication towards management. 3% of the employees are very highly dissatisfied on communication towards management.
CHART 4.8 EMPLOYEE COMMUNCATION TOWARDS MANAGEMENT
53
STRONGLY DISAGREE
3
DISAGREE
7
NEUTRAL
20
AGREE
30
STRONGLY AGREE
40
TABLE-4.9 GRIEVANCES TOWARDS WELFARE MEASURES.
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Canteen facility Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
No of employees 35 25 30 7 3 100
Percentage 35 25 30 7 3 100
INFERENCE : ? ? ? ? ? 35% of the employees are highly satisfied on canteen facility. 25% of the employees are satisfied on canteen facility. 30% of the employees are neutral on canteen facility. 35% of the employees are satisfied on canteen facility. 35% of the employees are highly dissatisfied on canteen facility.
CHART 4.9
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GRIEVANCES TOWARDS WELFARE MEASURES.
STRONGLY DISAGREE
3 7 30 25 35 0 5 10 15 20 25 30 35 40
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE
TABLE-4.10 CALCULATION OF ORAL COMMUNICATION GRIEVANCES
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Oral communication Yes No Total
No of employees 70 30 100
Percentage 70 30 100
INFERENCE: ? ? 70% of the employees are expressed through oral communication grievance. 30% of the employees are non expressed through oral communication grievance.
CHART 4.10 CALCULATION OF ORAL COMMUNICATION GRIEVANCES
57
70 60 50 40 30 20 10 0 yes no
TABLE-4.11 THE GENERAL GRIEVANCE OCCUR
58
Attributes Individuals Group of people Others Total
No of employees 30 45 25 100
Percentage 30 45 25 100
INFERENCE : ? ? ? 30% of the employees are individuals occur with general grievance. 450% of the employees are group of people occur with general grievance. 25% of the employees are others occur with general grievance.
CHART 4.11
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THE GENERAL GRIEVANCE OCCUR
others
group of people
individuals
0
10
20
30
40
50
TABLE-4.12 GRIEVANCE HANDLING PROCEDURE TRANSPARENT Attributes No of employees
60
Percentage
Yes No Total
45 65 100
45 65 100
INFERENCE: ? ? 45% of the employees are feeling that grievance handling procedure is transparent. 65% of the employees are feeling that grievance handling procedure is not transparent.
CHART 4.12 GRIEVANCE HANDLING PROCEDURE TRANSPARENT
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70 60 50 40 30 20 10 0 yes no
TABLE-4.13 GRIEVANCE TOWARDS TRANSFERS
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Attributes Very frequently Frequently Rarely Very rarely Not at all Total
No of employees 3 7 15 30 45 100
Percentage 3 7 15 30 45 100
INFERENCE : ? ? ? ? ? 3% of the employees are has been transfer very frequently. 7% of the employees are has been transfer frequently. 15% of the employees are has been transfer rarely. 30% of the employees are has been transfer very rarely. 45% of the employees are has been transfer not at all.
CHART 4.13 GRIEVANCE TOWARDS TRANSFERS
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50 45 40 35 30 25 20 15 10 5 0 very frequently frequently rarely very rarely not at all
TABLE-4.14
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GRIEVANCE HANDLING PROCEDURE IS SIMPLE Attributes Yes No Total No of employees 80 20 100 Percentage 80 20 100
INFERENCE : ? ? 80% of the employees are feelings on grievance handling procedure is simple. 20% of the employees are feelings on grievance handling procedure is not simple.
CHART 4.14 GRIEVANCE HANDLING PROCEDURE IS SIMPLE
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no
yes
0
20
40
60
80
TABLE 4.15 GRIEVANCE REDRESSAL ARE POST PONED Attributes Strongly agree No of employees 35
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Percentage 35
Agree Neutral Disagree Strongly disagree Total INFERENCE : • • • • •
30 10 5 20 100
30 10 5 20 100
35% of the employees are strongly agree grievance redressal are post poned. 30% of the employees are agree grievance redressal are postponed. 10% of the employees are neutral grievance redressal are postponed. 35% of the employees are disagree grievance redressal are postponed. 35% of the employees are strongly disagree grievance redressal are post poned.
CHART 4.15
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GRIEVANCE REDRESSAL ARE POST PONED
STRONGLY DISAGREE
20
DISAGREE
5
NEUTRAL
10
AGREE
30
STRONGLY AGREE
35
TABLE 4.16 SATISFIED OF THE GRIEVANCE HANDLING SYSTEM
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Attributes Yes No Total
No of employees 80 20 100
Percentage 80 20 100
INFERENCE : • • 80% of the employees are satisfied on grievance handling system. 20% of the employees are dissatisfied on grievance handling system
CHART 4.16 SATISFIED OF THE GRIEVANCE HANDLING SYSTEM
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no
yes
Findings:
35% of the employees are experienced in below 5 years 20% of the employees are experienced in 6-10 years.17% of the employees are experienced in 11-15 years.15% of the employees are experienced in 16-20 years.10% of the
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employees are experienced in 21-25 years.3% of the employees are experienced in above 25 years.
12% of the employees are ITI graduates.10% of the employees areDIPLOMO.30% of the employees are DEGREE graduates.40% of the employees are PG graduates.8% of the employees are OTHER graduates.
8% of the employees are earning below 10000.40% of the employees are earning 11000-15000.30% of the employees are earning 16000-20000.12% of the employees are earning 21000-25000.10% of the employees are earning above 25000.
75% of the employees are aware of grievance handling system.25% of the employees are not aware of grievance handling system.40% of theemployees of the general grievances are accuring in individuals.60% of the employees of general grievances are accuring in group of people.0% of the employees are negatively respondents by the general grievances.
25% of the employees are excellent of grievance towards psychological environment.40% of the employees are good of grievance towards psychological environment.20% of the employees are average of grievance towards psychological environment.10% of the employees are fair of grievance towards psychological environment.5% of the employees are poor of grievance towards psychological environment.
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30% of the employees are excellent of grievance towards psychological environment.25% of the employees are good of grievance towards psychological environment.25% of the employees are average of grievance towards psychological environment.15% of the employees are fair of grievance towards psychological environment.5% of the employees are poor of grievance towards psychological environment.
20% of the employees are highly satisfied on between the grievance relation.35% of the employees are satisfied on between the grievance relation. 25% of the employees are neutral on between the grievance relation. 15% of the employees are dissatisfied on between the grievance relation.5% of the employees are very highly dissatisfied on between the grievance relation.
30% of the employees are highly satisfied on between the grievance relation in department level. 25% of the employees are satisfied on between the grievance relation in department level . 25% of the employees are neutral on between the grievance relation in department level.15% of the employees are dissatisfied on between the grievance relation in department level.5% of the employees are very highly dissatisfied on between the grievance relation in department level.
25% of the employees are highly satisfied on between the grievance relation in redressal committee. 30% of the employees are satisfied on between the grievance relation in redressal committee .30% of the employees are neutral on between the grievance relation in redressal committee. 10% of the employees are dissatisfied on between the grievance relation in redressal committee. 5% of the employees are very highly dissatisfied on between the grievance relation in redressal committee.
35% of the employees are highly satisfied on between the grievance relation in head of unit level.25% of the employees are satisfied on between the grievance relation in head of unit level 25% of the employees are neutral on between the
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grievance relation in head of unit level.10% of the employees are dissatisfied on between the grievance relation in head of unit level. 5% of the employees are very highly dissatisfied on between the grievance relation in head of unit level.
40% of the employees are strongly agree on communication towards management.30% of the employees are agree on communication towards management . 20% of the employees are neutral on communication towards management. 7% of the employees are dissatisfied on communication towards management. 3% of the employees are very highly dissatisfied on communication towards management.
35% of the employees are highly satisfied on canteen facility.25% of the employees are satisfied on canteen facility.30% of the employees are neutral on canteen facility.35% of the employees are satisfied on canteen facility.35% of the employees are highly dissatisfied on canteen facility.
40% of the employees are highly satisfied on medical facility25% of the employees are satisfied on medical facility.30% of the employees are neutral on medical facility.2% of the employees are satisfied on medical facility.3% of the employees are highly dissatisfied on medical facility.
25% of the employees are highly satisfied on safety facility.35% of the employees are satisfied on safety facility.35% of the employees are neutral on safety facility.3% of the employees are satisfied on safety facility.2% of the employees are highly dissatisfied on safety facility.
40% of the employees are highly satisfied on welfare facility.25% of the employees are satisfied on welfare facility.30% of the employees are neutral on welfare facility.8% of the employees are satisfied on welfare facility.2% of the employees are highly dissatisfied on welfare facility.
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70% of the employees are expressed through oral communication grievance.30% of the employees are non expressed through oral communication grievance.
30% of the employees are individuals occur with general grievance.450% of the employees are group of people occur with general grievance.25% of the employees are others occur with general grievance.
45% of the employees are feeling that grievance handling procedure is transparent.65% of the employees are feeling that grievance handling procedure is not transparent.
3% of the employees are has been transfer very frequently.7% of the employees are has been transfer frequently.15% of the employees are has been transfer rarely.30% of the employees are has been transfer very rarely.45% of the employees are has been transfer not at all.
80% of the employees are feelings on grievance handling procedure is simple.20% of the employees are feelings on grievance handling procedure is not simple.
35% of the employees are strongly agree grievance redressal are post poned.30% of the employees are agree grievance redressal are ostponed.10% of the employees are neutral grievance redressal are postponed.35% of the employees are disagree grievance redressal are postponed.35% of the employees are strongly disagree grievance redressal are post poned.
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80% of the employees are satisfied on grievance handling system.20% of the employees are dissatisfied on grievance handling system
Conclusion: Grievance redressal procedure of saffron micro system is transparent and also simple. Majority of the employees are aware of the grievance and its redressal procedure and are satisfied by it,
Grievance is common to all, we find some of the saffron micro system employees have grievance. Grievance free persons can be more effective.
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Bibliography: Industrial relations and 2001 edition-sulthan chand-P.C. tripathi and sons publications and C.B. guptha Research methodology – 2002 edition-K.K. gupta – C.R. Kothan publications WWW.SAFFRONSYSTEM.COM WWW.GOOGLE.COM WWW.GRIEVANCEREDRESSALSYSTEM.COM
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