A STUDY ON EFFECTIVENESS OF GRIEVANCE REDRESSAL PROCEDURE

WITH RESPECT TO
RANE ENGINE VALVE LTD, PLANT3, PONNERI, RANE GROUP

By

NITHYA. D
Reg. No.: 11409631028

A SUMMER INTERIM PROJECT REPORT

submitted to the
FACULTY OF BUSINESS ADMINISTRATION

In partial fulfillment of the requirements

for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

Human Resource Management

Department Of Master of Business Administration

S.A.Engineering College, Chennai – 600 077.

ANNA UNIVERSITY
CHENNAI – 600 025.

August, 2010
 ANNA UNIVERSITY: CHENNAI 600 025

BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY ON EFFECTIVENESS OF

GRIEVANCE REDRESSAL PROCEDURE WITH RESPECT TO RANE

ENGINE VALVE LTD, PLANT3, PONNERI, RANE GROUP” is the bonafide

work of Ms. NITHYA. D (Registration Number: 11409631028) who carried out the

research under my supervision. Certified further, that to the best of my knowledge the

work reported herein does not form part of any other project report or dissertation on

the basis of which a degree or award was conferred on an earlier occasion on this or

any other candidate.

Signature of the Guide Signature of the HOD

Mr. G.B.SURESH Mrs. P.Rajalakshmi
Lecturer Head of the Department

Submitted to the project and viva Examination for this project was held on_________

Internal Examiner External Examiner

 ANNA UNIVERSITY: CHENNAI 600 025

BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY ON EFFECTIVENESS OF

GRIEVANCE REDRESSAL PROCEDURE WITH RESPECT TO RANE

ENGINE VALVE LTD, PLANT3, PONNERI, RANE GROUP” is the bonafide

work of Ms. NITHYA. D (Registration Number: 11409631028) who carried out the

research under my supervision. Certified further, that to the best of my knowledge the

work reported herein does not form part of any other project report or dissertation on

the basis of which a degree or award was conferred on an earlier occasion on this or

any other candidate.

Signature of the Guide Signature of the HOD

Mr. G.B.SURESH Mrs. P.Rajalakshmi
Lecturer Head of the Department

Submitted to the project and viva Examination for this project was held on_________

Internal Examiner External Examiner

 DECLARATION

I, Nithya. D, II year MBA student of S.A. Engineering College, Thiruverkadu, Chennai,

hereby declare that the project work entitled “A STUDY ON EFFECTIVENESS OF

GRIEVANCE REDRESSAL PROCEDURE WITH RESPECT TO RANE ENGINE

VALVE LTD, PLANT3, PONNERI, RANE GROUP” in partial fulfillment of Master of

Business Administration course under Anna University is an original work done

independently by me under the guidance of Mr.G.B.Suresh, MBA, Lecturer, S.A.

Engineering College, Thiruverkadu, Chennai – 600 077.

Place: Chennai
Date: (Nithya. D)
 ABSTRACT

This project entitled “A Study on Effectiveness of Grievance Redressal Procedure with

respect to Rane Engine Valve LTD, Plant 3, Ponneri, Rane Group” is done to understand the

effectiveness of the grievance handling procedure followed by Rane Engine Valve LTD to

resolve employees grievance.

The primary objective of this study is to find the effectiveness of grievance handling

procedure of the company. The secondary objective of this study is to identify the awareness

level of the employees about the grievance handling mechanism of the company and to know

the level of satisfaction towards the grievance handling procedure of the company.

The research type used in this study is descriptive in nature, which helped in developing the

concept and in decision making. Primary data is used for analysis, which is gathered using

questionnaire. Secondary data is also used for the study, which is gathered from internet and

already done project reports.

Convenience sampling is used while selecting samples for data collection. A sample size of

100 was taken out of 308, the population of the company. The gathered information is

critically analyzed using percentage method and, statistical tools such as Chi Square and

Spearman Rank Correlation to arrive at a conclusion.

From the findings of this study, it is concluded that Grievance Handling Procedure followed

by the company is effective and satisfactory and suggestions are given for the further

improvement of the procedure so that all employees can be highly satisfied.

 ACKNOWLEDGEMENT

I am thankful to the management of S.A.Engineering College, which has imparted me

sufficient knowledge and confidence to complete this project in the field of institutional
training.

I wish to express my deep sense of gratitude and indebtedness to our Correspondent

Mr.S.Amarnaath and Dr.S.Suyambazhahan, Principal of S.A. Engineering College,
Thiruverkadu, Chennai – 600 077 for granting me permission to carry out this project.

I extend my thanks to our beloved Head of the Department – Department Master of

Business Administration, Mrs.P.Rajalakshmi for her encouragement throughout the
project.

I express my sincere thanks to Mr.G.B.Suresh, Lecturer, Department Master of

Business Administration for his valuable support and guidance for completing this
project.

My special thanks to Mr. A.S.Prithiviraju, Deputy Manager - HRD of Rane Engine

Valve LTD, Plant 3, Ponneri , and other staff members of the company who spent their
precious time in explaining the various activities and functions of the company and
helped me in completing this project.

I am immensely pleased to thank Mr. S.Suresh Kumar, Deputy Engineer – Materials

of Rane Engine Valve LTD, Plant 3, Ponneri , who spent his valuable time in
supporting me to complete this project.

Finally I thank my parents, friends and family members who have helped me in all
possible ways to make this project a success.
 TABLE OF CONTENTS

CHAPTER TITLE PAGE NO.

1 Introduction

1.1 Outline of the project report 1

1.2 Objectives of the study 2
1.3 Scope of the study 3
1.4 Need of the study 4
1.5 Limitation of the study 5
1.6 Research Design 6
1.7 Industry Profile 9
1.8 Company Profile 11
1.9 Review of Literature 20
2 Data Analysis and Interpretation
2.1 Percentage Analysis 23
2.2 Chi – Square 37
2.3 Spearman Rank Correlation 39
3 Findings, Suggestions and Conclusion

3.1 Findings 41
3.2 Suggestions 42
3.3 Conclusion 43
4 Appendix
Appendix 1 – Grievance Form 44
Appendix 2 – Questionnaire 45
5 References 46

LIST OF TABLES
Table no. Title Page no.
2.1.1 Distribution of respondents based on age 23
2.1.2 Distribution of respondents based on experience 24
2.1.3 Distribution of respondents based on awareness 25
level
2.1.4 Distribution of respondents on real basis of 26
identification of their grievance
2.1.5 Distribution of respondents on active involvement 27
in resolving problem
2.1.6 Distribution of respondents on confidentiality and 28
proper maintenance of records
2.1.7 Distribution of respondents on conflict resolving 29
is an important function
2.1.8 Distribution of respondents on satisfaction level 30
of the employees
2.1.9 Distribution of respondents on whom to redress 31
2.1.10 Distribution of respondents on regular follow up 32
2.1.11 Distribution of respondents on providing 33
temporary relief
2.1.12 Distribution of respondents on opportunity given 34
2.1.13 Distribution of respondents on simple and easy 35
conveying procedure
2.1.14 Distribution of respondents on authority given to 36
supervisor
2.2.1 Chi Square: Observed Frequency 37
2.2.2 Chi Square: Expected Frequency 37
2.2.3 Computation table for Chi Square 38
2.3.1 Calculation of rs 39
2.3.2 Rank table 39

LIST OF CHARTS
Chart no. Title Page no.

2.1.1 Respondents based on age 23

2.1.2 Respondents based on experience 24

2.1.3 Respondents based on awareness level 25

2.1.4 Real basis of identification of their grievance 26

2.1.5 Active involvement in resolving problem 27

2.1.6 Confidentiality and proper maintenance of records 28

2.1.7 Conflict resolving is an important function 29

2.1.8 Satisfaction level of the employees 30

2.1.9 Whom to redress 31

2.1.10 Regular follow up 32

2.1.11 Providing temporary relief 33

2.1.12 Opportunity given 34

2.1.13 Simple and easy conveying procedure 35

2.1.14 Authority given 36

 CHAPTER 1
INTRODUCTION

1.1 OUTLINE OF THE PROJECT REPORT

Employees differ as individuals, in their needs, expectations and 11behavior. When their
needs are not satisfied or their objectives are not achieved, the result is employee
dissatisfaction. It is not an easy task for the management to keep all the employees satisfied
and motivated, all the time. There can be different reasons for an employee being dissatisfied.

The grievance redressal procedure of an organization enables employees to air their

dissatisfaction. It is important for an organization to have an effective grievance redressal
system.

This research is conducted to study the effectiveness of grievance redressal procedure of

RANE ENGINE VALVE LTD, Plant 3, Ponneri, a member of Rane Group. This report
includes the various factors which are taken into consideration for measuring the job
satisfaction among the employees.

This research also takes into consideration the methods adopted by the organization for
handling and resolving the conflict. The main focus of this study revolves around the lower
level management of the organization.

1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the effectiveness of Grievance Handling Procedure

SECONDARY OBJECTIVE:

• To identify whether the employees are aware of the grievance handling mechanism.

• To know the level of satisfaction towards the grievance handling procedure of the
organization.
1.3 SCOPE OF THE STUDY

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

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

1.4 NEED OF THE STUDY

• Employees differ as individuals, in their needs, expectations and behavior. When their
needs are not satisfied or their objectives are not achieved, the result is employee
dissatisfaction. It is not an easy task for the management to keep all the employees
satisfied and motivated, all the time.

• If the dissatisfaction of employees’ goes unattended or the conditions causing it are

not corrected, the irritation is likely to increase and lead to unfavorable attitude
towards the management and unhealthy relations in the organization. Hence, handling
the grievances of any person in any organization is of paramount importance.

• This forms the need for the study of the grievance redressal procedure of the
organization and its effectiveness towards job satisfaction to maintain healthy and
harmonious environment of the organization.

• The main focus of this study revolves around the lower level management of the
organization.
1.5 LIMITATION OF THE STUDY

• The time period given for study was very limited

• The respondents of the questionnaire were very busy and could not afford more time
to answer. The average time to response was 5-6 minutes only.

• Study restricted to Rane Engine Valve LTD, Plant 3, Ponneri only.

• The sample size was restricted to 100 and may not represent the whole employee
population.
1.6 RESEARCH DESIGN

RESEARCH:

Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as “A careful investigation or enquiry especially through search for new fact in any
branch of knowledge”.

RESEARCH METHODOLOGY:

The procedure using, which researchers go about their work of describing, explaining
and predicting phenomena, is called Methodology. Methods compromise the procedures used
for generating, collecting, and evaluating data. Methods are the ways of obtaining information
useful for assessing explanation.

TYPE OF RESEARCH:

The type of research used in this project is descriptive in nature. Descriptive research
is essentially a fact finding related largely to the present, abstracting generations by cross
sectional study of the current situation.

Descriptive Research Aims

• To portray the characteristics of a particular individual situation or group (with or

without specific initial hypothesis about the nature of this characteristics).

• To determine the frequency with which something occurs or with which it is

associated with something else (usually, but not always, with a specific initial
hypothesis).

The descriptive method has certain limitation; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery of
facts on order to lead a solution of the problem. A second limitation is associated whether the
statistical techniques dominate. The desire to over emphasis central tendencies and to fact in
terms of Average, Correlation, Means and dispersion may not always be either welcome. This
limitation arises because statistics which is partly a descriptive tool of analysis can aid but not
always explain causal relation.

Design of Descriptive Studies

Descriptive studies aim at portraying accurately the characteristics of a particular

group or solution. One may undertake a descriptive study about the work in the factory, health
and welfare.

A descriptive study involves the following steps:

1. Formulating the objectives of the study.

2. Defining the population and selecting the sample.

3. Designing the method of data collection.

4. Analysis of the data.

5. Conclusion and recommendation for further improvement in the practices.

DATA COLLECTION METHOD:

Data was collected using Questionnaire. A questionnaire consists of a number of questions

involving both specific and general question related to the study topic.

Sources of data

There are two sources of data namely primary & secondary.

Primary Data

Primary data are fresh data which are collected through survey from the employees using
questionnaire.
Secondary Data

Secondary data are those collected from books, internet, reports of already done project
works, etc.

STATISTICAL TOOLS USED:

1. Percentage Method

2. Chi - Square

3. Spearman Rank Correlation

SAMPLING TECHNIQUE:

Sampling Design: Convenience sampling

Sampling Unit : The sampling unit is limited to the employees of RANE ENGINE VALVE
LTD, Plant 3, Ponneri.

Population : 308

Sample Size : 100

1.7 INDUSTRY PROFILE

INDIAN AUTO COMPONENT INDUSTRY

Indian Auto Industry is the

• Largest Three Wheeler Market in the World
• Second largest Two Wheeler Market in the World
• Fourth largest Passenger Vehicle Market in Asia
• Fourth largest Tractor Market in the World
• Fifth largest Commercial Vehicle Market in the World

The automobile industry in India currently worth US $ 35 billion is projected to grow

to US $ 145 billion by 2016. In the same time exports are estimated to grow to US $ 35
billion from US $ 4.1 billion presently. Employment in the automotive sector is expected to
increase by 25 million. Auto industry’s contribution to the Indian GDP (gross domestic
product) is estimated to be between 30% - 35%, an improvement of 20-25% as of now.
The factors contributing to the growth of the automobile industry in India are:
• India’s massive geographic extension
• Road developments like construction of the Golden Quadrilateral, the North-South,
and East-West Corridors,
• Higher disposable income in services sector employments
• Availability of easier finance schemes
• Higher GDP growth

In India the auto component industry is growing at an encouraging rate in tandem with
the growth of the automobile industry. The turnover has increased from US $ 8700 million in
2004-05 to US $12,000 million in 2005-06. Exports during the corresponding period
increased from US $ 1400 million to US $ 2100 million, and imports from US $ 1450 million
to US $ 1900 million. The investment in this auto parts industry has risen from US $ 3750
million in 2004-05 to US $ 4400 in 2005-06.
Industries in this segment have become quality conscious, so as to produce materials
conforming to international standards. 524 companies are ISO 9001 certified, followed by 342
acquiring TS16949 certification, 154 are ISO 14001 certified, 81 are having QS 9000
certification, while 47 companies are OHSAS 18001 certified.

The Automotive Component Manufacturers Association of India (ACMA) is the

nodal agency for the Indian Auto Component Industry.

Its active involvement in trade promotion, technology up-gradation, quality

enhancement and collection and dissemination of information has made it a vital catalyst for
this industry’s development. Its other activities include participation in international trade
fairs, sending trade delegations overseas and bringing out publications on various subjects
related to the automotive industry.

ACMA is represented on a number of panels, committees and councils of the

Government of India through which it helps in the formulation of policies pertaining to
the Indian automotive industry.

For exchange of information and especially for co-operation in trade matters, ACMA
has signed Memoranda of Understanding with its counterparts in USA, Canada, UK, France,
Italy, Spain, Japan, South Korea, Malaysia, Uzbekistan, Pakistan, Australia, Egypt, Iran,
Tunisia, and South Africa. Thailand & Scandinavia.

ACMA represents over 479 companies, whose production forms a majority of the
total auto component output in the organized sector. In the domestic market, they supply
components to vehicle manufacturers, Tier-1 suppliers, to state transport undertakings,
defense establishments, and railways and even to the replacement market. A variety of
components are being exported to OEMs and aftermarkets worldwide.
The industry has been exporting around 15% of its output and growing at the rate of
30%. In the year 2003-04, industry has exported US$ 1 billion versus US$ 760 million in year
2002-2003. Principal export items include replacement parts, tractor parts, motorcycle parts,
piston rings, gaskets, engine valves, fuel pump nozzles, fuel injection parts, filter & filter
elements, radiators, gears, leaf springs, brake assemblies & bearings, clutch facings, head
lamps, auto bulbs & halogen bulbs, spark plugs and body parts.
1.8 COMPANY PROFILE

ABOUT RANE GROUP:

- Rane Group was started in the year 1929 as a trading house

- Strategic Technical Alliance

- It is access to best technology

- Rane Group had turnover of 375 million USD for the year 2009 – 10

- Rane Group is the preferred supplier to major OEMs in India and abroad

- Rane Group serves a variety of industry segments: Passenger Cars, Multi Utility Vehicles,
Light Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm Tractors, Three-
wheelers, Two-wheelers and Stationary Engines.

VISION:

“A world class supplier of Engine Valves to the global transportation industry”

MISSION & VALUES:

- Provide superior products and services to our customers and maintain market leadership

- Evolve as an institution that serves the best interests of all stakeholders

- Pursue excellence through total quality management

- Ensure the highest standards of ethics and integrity in all our actions

- Provide superior products and services to our customers and maintain market leadership

- Evolve as an institution that serves the best interests of all stakeholders

- Pursue excellence through total quality management

RANE COMPANIES & PRODUCT RANGE:

Rane group comprises of a holding company & 7 manufacturing companies serving different
segments:

- Rane Holdings Limited

(Holding Company)

- Rane (Madras) Limited

(Manual Steering & Suspension Systems)

- Rane Engine Valve Limited

(Engine Valves, Valve Guides, Tappets)

- Rane Brake Lining Limited

(Brake Linings, Disc Pads, Clutch Facings, Composite Brake Blocks, CV Brake Pads &
Sintered Brake Pads)

- Rane TRW Steering Systems Limited

(Power Steering Systems, Seat Belt Systems)

- Rane NSK Steering Systems Limited

(Steering Columns & Electric Power Steering)

- Kar Mobiles Limited

(Large Engine Valves for Automotive & Defence Applications)

- Rane Diecast Limited

(High Pressure Die Casting Products)

]
SALES FIGURES:

Rane Group sales for the year 2009 – 10 : INR 17075 Million (~375 million USD)

Sales by product lines for the year 2009 – 10:

WORLD CLASS TECHNOLOGY:

Rane Group brings to its clientele, the best of technology and expertise through strategic
technical partnerships with leaders from around the world.

TQM – A way of Life:

All divisions of the group are in tune with international quality assurance norms. The Quality
Management System is further endorsed by the conferment of the Deming Application Prize
to four of the group.

2003 – Rane Brake Lining Limited wins Deming Application Prize

2005 – Rane Engine Valve Limited wins Deming Application Prize

2005 – Rane TRW Steering Systems Limited (SGD) wins Deming Application Prize
2007 – Rane (Madras) Limited wins Deming Application Prize

HR VISION & INITIATIVES:

HRD Vision

“To stimulate and nurture the intrinsic desire in people to learn, grow and enhance
performance to achieve business success and growth”

HRD Goals

- Recruit and retain high caliber employees

- Encourage and recognize outstanding merit and contribution

- Create opportunities for professional growth and satisfaction

- Develop leadership capabilities at all levels

- Foster employee involvement and develop a work ethos that builds dignity and pride

HRD Organization

HRD at Rane operates at two levels

- At Group Level – Formulates policies, and designs major people development initiatives to
enhance professional capability of employees at group level

- At Business Unit Level – Companies implement group policies and develop Unit specific
interventions

- Strategies and Initiatives at the Group level

Specific strategies and initiatives are designed to enable actualization of HRD Goals

Recruitment and Retention

High caliber employees are recruited through well structured process including campus
recruitments of Diploma and Graduate Engineers and lateral recruitment of experienced
employees.

Recognition and Reward

Outstanding performance is recognized and rewarded through comprehensive performance
assessment development systems, aligned to TQM principles and practices.

Opportunities for Professional Growth

- Internal candidates first considered for job vacancies, thereby, providing employees
opportunity for lateral & upward growth

- Professional Knowledge and skills enhanced through continuous education at Rane Institute
for Employee Development (RIED) and other reputed academic institutions.

Leadership Development

Leadership and managerial capabilities are developed through specific training programmes,
job rotation, participation in cross-functional teams etc.

Fostering Employee Involvement

- Newsletters, contact meetings & regular communication meetings

-Open House Days and interactions with employees’ families

-Business unit specific communication processes to meet particular needs

Specific strategies and initiatives are developed and implemented in each business unit so as
to achieve HRD goals.

MILESTONES:

1929 – Rane was founded as a distributor of automobiles & parts.

1959 – Diversified into manufacturing and established plant for IC Engine Valves.
1960 – Established facility to make Tie Rod Ends.

1964 – Started manufacture of Friction Material.

1974 – Established Kar Mobiles Limited to manufacture Automotive and Large Valves.

1975 – Started manufacture of Manual Steering Gears.

1987 – Established JV with TRW for Power Steering Systems.

1991 – Established JV with JMA for distribution of auto components.

1995 – TRW JV also commenced manufacture of occupant restraints.

- Established JV with NSK for Energy Absorbing Steering Columns.

- Founded Rane Institute for Employee Development.

2000 – TQM launched under guidance of “Union of Japanese Scientists and Engineers”,
Japan.

2003 – Rane Brake Lining Limited wins Deming Application Prize.

2005 – Rane Engine Valve Limited wins Deming Application Prize.

- Rane TRW Steering Systems Limited – (Steering Gear Division) wins Deming
Application Prize.

- Invested in High Pressure Die Casting products.

2007 – Rane (Madras) Limited wins Deming Application Prize.

MAJOR CUSTOMERS IN INDIA:

MAJOR OVERSEAS CUSTOMERS:

CORPORATE SOCIAL RESPONSIBILITY:

- Rane Group contributes to societal causes through a trust

- All plants involved in development activities in their neighbourhood, mainly in the areas of
education and health

RANE ENGINE VALVE LTD, PLANT 3 PONNERI PROFILE:

It started manufacturing Engine Valves in 1959 in collaboration with Farnborough Engg. Co,
UK (1958-73). Then it collaborated with TRW, Inc., USA (1974-2008).It is the Leading
manufacturer of Engine Valves and Valve Train components in India.
PLANT PROFILE:
 Products Valve guide & Tappet
Annual capacity 10.4 million Guides
2.0 million Tappets
Total area 20235 Sq. Meters
Built-up area 3087 Sq. Meters
Staff 30
Operators 278
Total 308

PLANT 3 MILESTONES:

• Starting of Plant 3 April 92

• Commissioning of gun-drilling April 93
• Cellular layout July 95
• ISO 9000 Certification Feb 98
• Threaded guides manufacturing July 98
• Exports Guides from 20K/Month Aug 98
to 70K/Month
• QS 9000 Certification Mar 00
• Valve Tappet Manufacturing Apr 01
• ISO 14000 Certification Sep 01
• Shop2 Opening For Tappets May 03
• TS 16949 Certification May 04
• Deming Award won Oct 05
• Exports ramp up to 500K/Month Apr’08
QUALITY:

Process Control System

Outgoing product quality is assured through:

• First-off approval of setting
 • Frequency inspection by operators
• Process control through control charts
• Final product audit
• Calibration control of gauges & key fixtures
• Preventive maintenance of equipments

Quality Certifications

• CERTIFIED FOR ISO 9000 IN FEB 1998

• CERTIFIED FOR QS9000 IN MAR 2000
• CERTIFIED FOR ISO 14001 IN SEP 01
• CERTIFIED FOR ISO/TS 16949:2002 IN MAY 04
• DEMING AWARD IN OCT 05

TQM initiatives

 DRM – For systematic planning and achieving the targets

 QITs - For break through improvements

 QCCs – For workplace improvements

Suggestions – for operators in place

REVL SOCIAL RESPONSIBILITY:

 This plant is certified to ISO 14000 by RWTUV, Germany

 Group Charitable Trust is founded to support education and health needs of

people in surrounding villages.

 Employees participate in societal activities like blood donation, health camps,

teaching subjects like hygiene in nearby schools
1.9 REVIEW OF LITERATURE

1. BOOK TITLE : Human Resource Management

AUTHOR : K Aswathappa
PUBLICATION : Tata McGraw Hill
ABSTRACT:
A grievance may be defined as any feeling of discontent or dissatisfaction, whether
expressed or not and whether valid or not, arising out of anything connected with the
company that an employee thinks, believes or even feels is unfair, unjust or inequitable.
A grievance may be:
• Unvoiced or stated by the worker,
• Written or unwritten, and
• Valid or ridiculous, and may arise out of something connected with the company,
The formal mechanism for dealing with such worker’s dissatisfaction is called
grievance procedure. There may be variations in the procedures followed for resolving
employee grievances. Variations may result from such factors as organizational or decision-
making structures or size of the plant or company. Large organizations do tend to have formal
grievance procedures involving succession of steps.

2. BOOK TITLE : Human Resource Management

AUTHOR : V S P Rao
 PUBLICATION : Excel Books
ABSTRACT:
Every employee has certain expectations which he thinks must be fulfilled by the
organization he is working for. When the organization fails to do this, he develops a feeling of
discontent or dissatisfaction. When an employee feels that something is unfair in the
organization, he is said to have a grievance.
A grievance may be factual, imaginary or disguised. If grievance are not identified and
redressed properly, they may adversely affect the workers, managers and the organization.
Grievances may be uncovered through observation, gripe boxes, an open door policy, exit
interviews and opinion surveys.

3. ARTICLE TITLE : Grievance Procedure

SOURCE : Encyclopedia Britannica
ABSTRACT:
In industrial relations, process through which disagreements between individual
workers and management may be settled is called as Grievance Redressal Procedure. Typical
grievances may include the promotion of one worker over another who has seniority, disputes
over holiday pay, and problems related to worker discipline.
Grievance procedures are a significant issue in collective bargaining agreements in
much of Europe and the United States. They usually detail a series of steps open to the
worker, beginning with discussion between the foreman and the union steward and going up
the line until a settlement has been reached. The final step in the United States is
usually arbitration; in some European countries the grievance case may finally be appealed to
a labour court.

4. ARTICLE TITLE : Grievance

AUTHOR : IBS Center for Management Research
SOURCE : www.icmrindia.com
ABSTRACT:
 A grievance is a sign of an employee's discontentment with his job or his relationship
with his colleagues. Grievances generally arise out of the day-to-day working relations in an
organization. An employee or a trade union protests against an act or policy of the
management that they consider as violating employee's rights.
One of the effective ways of minimizing and eliminating the source of an employee's
grievance is by having an ‘open door policy'. An ‘open door policy’ facilitates upward
communication in the organization where employees can walk into a superiors’ cabin at any
time and express their grievances.
Conflict occurs when two or more people or parties perceive an incompatibility in
their goals or expectations. There are seven methods for achieving reconciliation of conflict.
These methods are win-lose, withdrawal and retreat from argument, smoothing and playing
down the difference, arbitration, mediation, compromise and problem solving. Of all these
methods problem-solving method is most likely to bring about a win-win situation.

5. ARTICLE TITLE : Grievance

AUTHOR :Ben Letham
SOURCE : www.amazines.com
ABSTRACT:
A grievance is a wrong or hardship suffered, which is the grounds of a complaint.
In a labor union, a grievance is the subject of a complaint filed by an employee to be resolved
by procedures provided in the union. Such a grievance may arise from an alleged violation of
the collective bargaining agreement, or violations of law, such as workplace safety
regulations.
Ordinarily, unionized workers must ask their operations managers for time during
work hours to meet with a shop steward in order to discuss the problem, which may or may
not result in a grievance. If the grievance cannot be resolved through negotiation between
labor and management, mediation, arbitration or legal remedies may be employed. Typically,
everyone involved with a grievance has strict time lines which must be met in the processing
of this formal complaint, until it is resolved. Employers cannot legally treat an employee any
differently whether he or she has filed a grievance or not. The difference between a grievance
and a complaint, in the unionized workplace, is whether the subject matter relates to the
collective bargaining agreement. A serious grievance may lead to a strike action.

CHAPTER 2
DATA ANALYSIS
AND
INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION
2.1 PERCENTAGE METHOD
Distribution of respondents based on age

Table 2.1.1

AGE NO. OF RESPONDENTS PERCENTAGE

19-25 87 87%
26-30 7 7%
Above 30 6 6%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 87% of the employees are between the age group 19 to
25 years, 7% of the employees are between the age group 26 to 30 years and 6% of the
employees are above 30 years of age.

Chart 2.1.1
 AGE

Distribution of respondents based on experience

Table 2.1.2

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

1-3 Years 81 81%
4-10 Years 13 13%
Above 10 Years 6 6%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 81% of the respondents have experience between 1 to
3 years, 13% have experience between 4 to 10 years and 6% of the respondents have above 10
years of experience.

Chart 2.1.2
 DISTRIBUTION OF RESPONDENTS BASED ON EXPERIENCE

EXPERIENCE

Distribution of respondents towards awareness of grievance redressal committee of the

company, its members and the monthly meeting of the committee

Table 2.1.3

PARTICULARS YES NO TOTAL

Awareness about committee 74 26 100
Awareness about committee members 74 26 100
Awareness about monthly committee meeting 74 26 100
Average 74 26 -
Percentage 74% 26% -

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 74% of the employees are aware about the grievance
redressal committee of the company, its members and about the committee meeting that is
held every month in the company and 26% of the employees are not aware about any of the
above.
Chart 2.1.3

RESPONDENTS
NO. OF

Distribution of respondents towards identification of real basis of employee grievance

Table 2.1.4

IDENTIFICATION OF REAL BASIS OF NO. OF

PROBLEM RESPONDENTS PERCENTAGE
Strongly Agree 28 28%
Agree 45 45%
Neutral 17 17%
Disagree 8 8%
Strongly Disagree 2 2%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 28% of the respondents strongly agree that real basis of
their problem is identified, 45% agrees, 17% stands neutral, 8% disagrees for the statement
and 2% strongly disagrees with the statement.

Chart 2.1.4
Distribution of respondents based on grievance redressal committee members’ active
involvement in resolving problem

Table 2.1.5

ACTIVE NVOLVEMENT NO. OF ESPONDENTS PERCENTAGE

Yes 68 68%
No 32 32%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 68% of the employees say that grievance redressal
committee members actively engage in resolving their problem and 32% of the employees say
that committee members are not actively engage in resolving their problem.

Chart 2.1.5
Distribution of respondents based on confidentiality and proper maintenance of
grievance records by the grievance handling committee members

Table 2.1.6

PARTICULARS YES NO TOTAL

Confidentiality 61 39 100
Proper maintenance
of records 71 29 100

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 61% agrees that confidentiality is maintained regarding
grievances and 39% disagrees with the maintenance of confidentiality. It is also known that
71% of the respondents say that proper records are maintained regarding grievance and 29%
disagrees with the statement.

Chart 2.1.6
 CONFIDENTIALITY AND PROPER MAINTENANCE OF RECORDS

NO. OF RESPONDENTS

Distribution of respondents with respect to the statement ‘Conflict resolving is an

important function for the smooth functioning of an organization’

Table 2.1.7

CONFLICT RESOLVING IS IMPORTANT NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 31 31%
Agree 52 52%
Neutral 16 16%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 31% strongly agree that conflict resolving is an
important function for the smooth functioning of an organization, 52% of the respondents
agrees, 16% stands neutral and 1% disagrees with the statement.
Chart 2.1.7

RESPONDENTS
NO. OF

Distribution of respondents towards Satisfaction level of the conflict resolving procedure

of the company based on experience.
Table 2.1.8

HIGHLY HIGHLY
EXPERIENCE SATISFIED SATISFIED Neutral DISSATISFIED DISSATISFIED TOTAL
1-3 Years 21 34 26 0 0 81
4-10 Years 5 5 2 0 1 13
Above 10
Years 3 0 1 2 0 6
Total 100
Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that in 1-3 years experience group 25.93% are highly
satisfied, 41.97% are satisfied and 32.1% are neutral; in 4-10 years experience group 38.46%
are highly satisfied, 38.46% are satisfied, 15.38% are neutral and 7.7% are highly dissatisfied;
in employees having more than 10 years of experience 50% are highly, 16.67% is neutral and
33.33% are dissatisfied toward the conflict resolving procedure of the company.
Chart 2.1.8
 SATISFIED

Distribution of respondents regarding whom they redress for grievance

Table 2.1.9

PERSON NO. OF RESPONDENTS PERCENTAGE

PERSONAL
OFFICER(HRD) 65 65%
SUPERVISOR 35 35%
TOTAL 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 65% of the respondents communicate their grievance
to the personal officer and 35% of the respondents communicate to their supervisor.

Chart 2.1.9
Distribution of respondents regarding regular follow up to ensure that the right decision
has ended up in satisfaction

Table 2.1.10

REGULAR FOLLOW UP NO. OF ESPONDENTS PERCENTAGE

Yes 82 82%
No 18 18%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the table it is inferred that 82% of the respondents agree that regular follow up is made
to ensure that the right decision has ended up in satisfaction and 18% of the respondents
disagree with the above statement.

Chart 2.1.10
Distribution of respondents towards any temporary relief provided until proper decision
is made so that it does not raise any adverse effects within the company.

Table 2.1.11
PROVIDING TEMPORARY RELIEF NO. OF RESPONDENTS PERCENTAGE
Yes 67 67%
No 33 33%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 67% of the respondents agree that temporary relief is
provided and 33% of the respondents says that no temporary relief is provided.

Chart 2.1.11
Distribution of respondents towards the opportunity given to the employees to take the
complaint to the higher official is decision provided is not satisfactory

Table 2.1.12

OPPORTUNITY GIVEN NO. OF RESPONDENTS PERCENTAGE

Yes 85 85%
No 15 15%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the table its is inferred that 85% of the respondents agree that opportunity given to the
employees to take the complaint to the higher official is decision provided is not satisfactory
and 15% of the respondents disagrees.

Chart 2.1.12
Distribution of respondents with respect to simple and easy grievance conveying
procedure

Table 2.1.13

SIMPLE AND EASY NO. OF RESPONDENTS PERCENTAGE

Yes 84 84%
No 16 16%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 84% of the respondents agree that grievance conveying
procedure is simple and easy and 16% of the respondents disagrees.

Chart 2.1.13
Distribution of respondents with respect the supervisor given authority to take
necessary action to resolve the problem
Table 2.1.14

GIVEN AUTHORITY NO. OF RESPONDENTS PERCENTAGE

Yes 66 66%
No 34 34%
Total 100 100%

Source: Data collected from employees of Rane Engine Valve LTD, Plant 3, Ponneri.

INFERENCE:
From the above table it is inferred that 66% of the respondents agree that the supervisor is
given authority to take necessary action to resolve the problem and 34% of the respondents
disagree with the statement the supervisor is given authority to take necessary action to
resolve the problem.

Chart 2.1.14
2.2 CHI SQUARE TEST
Satisfaction level of the conflict resolving procedure of the company based on
experience.

Null Hypothesis: There is no significant association between the experience and the
satisfaction level of the employees in the conflict resolving procedure of the employees

Alternative Hypothesis: There is significant association between the experience and the
satisfaction level of the employees in the conflict resolving procedure of the employees

OBSERVED FREQUENCY: TABLE 2.2.1

EXPERIENCE HIGHLY SATISFIED SATISFIED Neutral TOTAL

1-3 Years 21 34 26 81
4-10 Years 5 5 3 13
Above 10 Years 3 0 3 6
Total 29 39 32 100
EXPECTED FREQUENCY: TABLE 2.2.2

EXPERIENCE HIGHLY SATISFIED SATISFIED Neutral TOTAL

1-3 Years 23 32 26 81
4-10 Years 4 5 4 13
Above 10 Years 2 2 2 6
Total 29 39 32 100

COMPUTATION TABLE FOR CHI SQUARE: TABLE 2.2.3

O E O-E (O-E)2 (O-E)2/E

21 23 -2 4 0.174
34 32 2 4 0.125
26 26 0 0 0
5 4 1 1 0.25
5 5 0 0 0
3 4 -1 1 0.25
3 2 1 1 0.5
0 2 -2 4 2
3 2 1 1 0.5
TOTAL 3.799

Degree Of Freedom = (r - 1) (c - 1)

= (3 - 1) (3 - 1)

=4

Table value for Chi Square for 4 degrees of freedom at 5% level of significance = 9.488
RESULT:

Calculated value < Table value

Therfore null hypotheseis is accepted.

Hence there is no significant association between the experience and the satisfaction level of
the employees in the conflict resolving procedure of the employees.

2.3 SPEARMAN RANK CORRELATION

Satisfaction level of the conflict resolving procedure of the company and nature of work
and work environment of the employees

NULL HYPOTHESIS: Nature of work and work environment, and satisfaction level are
independent.

ALTERNATIVE HYPOTHESIS: Nature of work and work environment, and satisfaction

level are independent.

LEVEL OF SIGNIFICANCE: 5%

Z VALUE FOR TWO TAILED TEST: |Z| = 1.96 for 5% level of significance

CALCULATION OF rs : TABLE 2.3.1

STRONGLY AGREE AGREE NEUTRAL

Nature of work and 25 44 31
environment
Satisfaction level 27 48 25
RANKING:

Let,

X = Nature of work and environment

Y= Satisfaction level

RANK TABLE: TABLE 2.3.2

X 25 44 31
RANK 1 3 2
Y 27 48 25
RANK 2 3 1

CALCULATION FOR Z-STATISTICS:

∑D2 = (1-2)2 + (3-3)2 + (2-1)2 = 2

rs = 1- (6 (∑D2) / (n(n2-1))

rs = 1 – (6 (2) / (3 (32 – 1)) =0.5

Standard error of rs = 1/ (sqrt (n-1)) = 1/ (sqrt (3-1)) = .71

Test statistics = rs/(1/(sqrt(n-1)) = 05/(1/(sqrt(3-1)) = 1.004

DECISION:

Since calculated value is less than 1.96, null hypothesis is accepted.

Hence Nature of work and work environment, and satisfaction level are independent.
 CHAPTER 3
FINDINGS,
SUGGESSTIONS
AND
CONCLUSION
3.1 FINDINGS

1. 87% of the employees are of under the age group 19-25 years

2. 81% of the employees have 1-3 years of experience

3. 74% of the employees have awareness about the grievance redresssal

committee of the company, its members and the monthly meeting being held.

4. 28% strongly agrees and 45% agrees that real basis of the problem is
identified.

5. 68% of the respondents say that grievance redressal committee members

actively engage in resolving the problems.

6. 61% of the respondents say that proper records regarding grievance and
confidentiality is maintained.

7. 83% of the employees say that conflict resolving is an important function

for smooth running of an organization.

8. 68% of the employees are satisfied with the grievance handling procedure
followed by the company.

9. 82% agrees that importance is given to what is right rather than who is
right.

10. 67% of the employees say that temporary relief is provided until proper
decision is made.
3.2 SUGGESTIONS
Some of the suggestions based on the findings are:

• Operators and supervisor relation should be improved since only 35% of

the respondents are communicating their grievance to the supervisor.
• The work environment should be improved to satisfy the employee
needs.
• Temporary relief can be provided so that the delay does not increase his frustration
and anxiety and thereby not affecting his / her morale and productivity.
• Informal counseling helps to address and manage grievances in the workplace.
• Conflict management in the organization will be helpful to reduce the number of
grievance rates.
• Open door policy can be used. The barriers that exist between the various categories
are to some extent broken by personal contact and mutual understanding.
3.4 CONCLUSION

The study reveals that the Grievance handling procedure is satisfactory. The organization is
recognizing the importance of satisfying the employees and retaining them. Further
improvements can be made so that all members are highly satisfied with the procedure. The
suggestions and recommendations when implemented will still more benefit the organization.
Most of the surveyed employees are satisfied with the method adopted by the organization for
redressing the grievances or complaints of the employees.
 CHAPTER 4
APPENDICES
APPENDIX 1
 GRIEVANCE FORM

Plant 3,Ponneri

Name of employee:

Job title: _________________________________

Date of complaint: _________________________

Describe in detail the nature of your complaint including names of all individuals involved, witnesses
of the incident and any proof you might have about the complaint:

Give details about how the incident has affected your ability to work effectively:

What actions could the company take in order to effectively deal with your complaint?

Give any additional comments that would be helpful in dealing with your complaint:

Employee signature: _________________________ Date: _____________

APPENDIX 2
 QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF GRIEVANCE REDRESSAL PROCEDURE

WITH RESPECT TO
RANE ENGINE VALVE LTD, PLANT 3, PONNERI, RANE GROUP

PERSONAL INFORMATION:
Name:
Gender: [ ] Male [ ] Female
Age: [ ] 19 – 25 [ ] 26 – 30 [ ] Above 30
Educational Qualification:
[ ] Higher Secondary [ ] Diploma
[ ] Under Graduate [ ] Post Graduate
Marital status: [ ] Single [ ] Married
Department:
Designation:
Experience:
Monthly Income:
QUESTIONS:
1. Are you aware of the grievance redressal committee of your company?

[ ] Yes [ ] No

2. Are you aware of the members of the grievance redressal committee?

[ ] Yes [ ] No

3. Are you aware of the monthly meetings of the grievance redressal committee which are
being held?

[ ] Yes [ ] No

4. In case the grievance has to be immediately redressed to whom do you communicate?

--------------------------------
5. Is the real basis of your problem identified?

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

6. Does your higher authority listen when your grievance is presented?

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

7. Is importance given to what is right rather than who is right?

[ ] Yes [ ] No

8. Is there regular follow up to ensure that the right decision has ended up in satisfaction?

[ ] Yes [ ] No

9. Is there any temporary relief provided until proper decision is made so that it does not raise
any adverse effects within the company?

[ ] Yes [ ] No

10. Do the committee members actively engage in resolving your problem?

[ ] Yes [ ] No

11. If the decision is not satisfactory, are you given opportunity to take it to higher officials?

[ ] Yes [ ] No

12. Are the matters relevant to the grievance kept confidential?

[ ] Yes [ ] No

13. Are the procedures for conveying grievance simple and easy to utilize?

[ ] Yes [ ] No

14. Is the supervisor given authority to take necessary action to resolve the problem?

[ ] Yes [ ] No

15. Are proper records maintained on each grievance?

[ ] Yes [ ] No

16. Nature of work and work environment meet your expectations.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

17. I generally keep my complaints to myself

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

18. I try to find out the ideal solution where both persons emerge as “winners”.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

19. Conflict resolving is an important function for the smooth functioning of an organization.

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

20. Rate the satisfaction level for the conflict resolving procedure adopted by your company.

[ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

Date:
Place: Signature
 CHAPTER 5
REFERENCES
 REFERENCES

Books Referred:
• Aswathappa K, Human Resource and Personnel management, Tata McGraw- Hill

• O.R Krishnaswami and M.Ranganatham, Methodology of Research in Social Science,

Himalaya Publishing House

• Uma Sekaran, Research Methods for Business, Wiley India, New Delhi

• V S P Rao, Human Resource Management, Second Edition, Excel Books

Websites Referred:

• www.citehr.com

• www.ranegroup.com

• www.scribd.com

• www.wikipedia.com