292426281 Greviance Handlind Iwp Report

8/17/2019 292426281 Greviance Handlind Iwp Report

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PROJECT REPORT

ON

“TRAINING & DEVELOPMENT”

IN

INDIAN WOOD PRODUCTS CO. LTD

PREPARED BY

NAME –…MEENAKSHI GANGWARMBA-III rd SEM.

SUBMITTED TO

SHRI SIDDHI VINAYAK INSTITUTE OF MANAGEMENT

DECLARATION


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I, NIDA KHAN declaring that all the information given in this project report is true and

correct to the best of my knowledge

I am also declaring that all the work in this project is done by me

NIDA KHAN

MBA. IV SEM

PREFACE


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!here is a famous saying "!he theory without practical is lame and practical without theory is

blind#

$rievance is a serious workplace problem and an e%pensive occurrence for both employers

and employees seemingly unpredictable in nature

Human resource is an important part of any business and managing them is an important task

&ummer training is an integral part of the student of 'anagement !hey have to undergo

training session in a business organi(ation for ) weeks to gain some practical knowledge in

their speciali(ation and to gain some working e%perience

*ur institution has come forward with the opportunity to bridge the gap by imparting modern

scientific management principle underlying the concept of the future prospective managers

!o the emphasis on practical aspect of management education the faculty of

+'I,A+-I../has with a modern system of practical training of repute and following

management techni0ue to the student as integral part of 'A in accordance with the above

obligation under going project in "India wood product co .td areilly !he title of my

project is

!+AININ$ AND D-1-.*2'-N! andmechanismof Empo!ee" in I#P

3ertainly this analysis e%plores my abilities and strength to its fullest e%tent for the

achievement of organi(ation as well as my personal goal

ABHA$ PRATAP

MBA III SEM

ROLL NO.%&'%()'''*

ACKNO#LED+EMENT


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Acknowledgement is an art, one can write glib stan(as without meaning a word, on the other

hand one can make a simple e%pression of gratitude

"Industrial training is an integral part of any 'A program and for that purposes I had

joined an industry named ltd , areilly#

I take the opportunity to e%press my gratitude to all of them who in some or other way helped

me to accomplish this challenging project in In,ia -oo,s po,/c0s co .td ,areilly No

amount of written e%pression is sufficient to show my deepest sense of gratitude to them

!+AININ$ AND D-1-.*2'-N! is an essential part of any business, in case people have

been dismissed unlawfully so there has to be a structure and rules and regulations in place

-ven in well4run businesses, it may sometimes be necessary to take disciplinary action

against employees

&o in essence it is vitally important to have written disciplinary rules and procedures in place

in the workplace If problems do arise, these procedures should help deter employees from

making employment tribunal claims and ensure that you are dealing with employees as fairly

as possible

!he rules and procedure with regards to !+AININ$ AND D-1-.*2'-N! should be set

out in writing, follow the good4practice principles set out accordingly and follow your areas

code of practice on disciplinary and grievance procedures

If you do not meet these criteria then it may lead to e%tra compensation for the employee if

they succeed in a tribunal claim /ou should by law inform each employee about a number of

things including your disciplinary rules, your disciplinary5dismissal procedure and the name

of the person to whom they should appeal if they are unhappy about a disciplinary or

dismissal decision

!here should be an employee6s written statement of employment or the written statement may

refer the employee to a document which is handed to everyone before employment In cases


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that you do not provide this information to an employee and they succeed in another

employment tribunal claim against you in a case of unfair dismissal, they could be awarded

up to four weeks6 pay

However, if you do decide to make your disciplinary procedure contractual and you fail to

follow it when taking disciplinary action, the employee could bring something called a breach

of contract claim against you

ABHA$ PRATAP

MBA III SEM

ROLL NO.%&'%()'''*

TABLE OFCONTENTS


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2reface 7i8

Acknowledgement 7ii8

Chap0e% Introduction I92 7India woods product8

::: company analysis

::; 2rofile

::< Investors

::= >uality assurance

::? 2roducts of I92

::) 2rocessing

::@ &ale and distribution

:: Binancial background

Chap0e 1 1.% Introductionof !+AININ$ C D-1-.*2'-N!

: Definition of $+I-1AN3-

; *bjectives of grievance


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Chap0e & Reseach Me0ho,oo3!

=: Area of study

=; 2opulations

=< &ampling

=


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CHAPTER5 %

INTROD6CTION



-ven in well4run businesses, it may sometimes be necessary to take disciplinary action against

employees





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as possible

!he rules and procedure with regards to !+AININ$ AND D-1-.*2'-N! should be set out

in writing, follow the good4practice principles set out accordingly and follow your areas code

of practice on disciplinary and grievance procedures



things including your disciplinary rules, your disciplinary5dismissal procedure and the name of

the person to whom they should appeal if they are unhappy about a disciplinary or dismissal

decision




employment tribunal claim against you in a case of unfair dismissal, they could be awarded up

to four weeks6 pay




+ie2ance may be any genuine or imaginary feeling of dissatisfaction or injustice which an

employee e%periences about his job and its nature, about the management policies and

procedures It must be e%pressed by the employee and brought to the notice of the

management and the organi(ation $rievances take the form of collective disputes when they

are not resolved Also they will then lower the morale and efficiency of the employees

nattended grievances result in frustration, dissatisfaction, low productivity, lack of interest in


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work, absenteeism, etc In short, grievance arises when employeesE e%pectations are not

fulfilled from the organi(ation as a result of which a feeling of discontentment and

dissatisfaction arises !his dissatisfaction must crop up from employment issues and not from

personal issues

$rievance may result from the following factors4

a Improper working conditions such as strict production standards, unsafe workplace,

bad relation with managers, etc

b Irrational management policies such as overtime, transfers, demotions, inappropriate

salary structure, etc

c 1iolation of organi(ational rules and practices

DEFINITION OF +RIEVANCE

A 3ie2ance is a wrong or hardship suffered, which is the grounds of a complaint A grievance

may arise from injustice or tyranny, and be cause for rebellion or revolution

$rievances are defined as breaches of the collective agreement, custom and practice, the

statute law, common law, natural justice or as any problem of a sufficient nature to cause a

disturbance of the workplace e0uilibrium

It is usually considered that a grievance moves to the dispute stage once a shop steward

http://en.wikipedia.org/wiki/Injusticehttp://en.wikipedia.org/wiki/Injusticehttp://en.wikipedia.org/wiki/Tyrannyhttp://en.wikipedia.org/wiki/Rebellionhttp://en.wikipedia.org/wiki/Revolutionhttp://en.wikipedia.org/wiki/Revolutionhttp://www.ilocarib.org.tt/Promalco_tool/productivity-tools/keywords/s/s_2.htmhttp://en.wikipedia.org/wiki/Tyrannyhttp://en.wikipedia.org/wiki/Rebellionhttp://en.wikipedia.org/wiki/Revolutionhttp://www.ilocarib.org.tt/Promalco_tool/productivity-tools/keywords/s/s_2.htmhttp://en.wikipedia.org/wiki/Injustice


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becomes involved in the process of !+AININ$ C D-1-.*2'-N!

Grievance &TRAINING & DEVELOMENT

$rievanceF "any dissatisfaction or feeling of injustice in connection with oneEs employment

situation that is brought to the notice to the management#

http://www.beknowledge.com/archives/article/grievance-grievance-handlinghttp://www.beknowledge.com/archives/article/grievance-grievance-handling


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!he manager should immediately identify all grievances and must take appropriate steps to

eliminate the causes of such grievances so that the employees remain loyal and committed to

their work -ffective grievance management is an essential part of personnel management

!he managers should adopt the following approach to mana3e 3ie2ance effec0i2e!5

7/ic8 ac0ion4 As soon as the grievance arises, it should be identified and resolved !raining

must be given to the managers to effectively and timely manage a grievance !his will lower

the detrimental effects of grievance on the employees and their performance

Ac8no-e,3in3 3ie2ance4 !he manager must acknowledge the grievance put forward by

the employee as manifestation of true and real feelings of the employees Acknowledgement

by the manager implies that the manager is eager to look into the complaint impartially and

without any bias !his will create a conducive work environment with instances of grievance

reduced

+a0hein3 fac0s5 !he managers should gather appropriate and sufficient facts e%plaining the

grievanceEs nature A record of such facts must be maintained so that these can be used in

later stage of grievance redressed

-%amining the causes of grievance4 !he actual cause of grievance should be identified

Accordingly remedial actions should be taken to prevent repetition of the grievance

Decisionin35 After identifying the causes of grievance, alternative course of actions should

be thought of to manage the grievance !he effect of each course of action on the e%isting and

future management policies and procedure should be analy(ed and accordingly decision

should be taken by the manager


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E9ec/0ion an, e2ie-4 !he manager should e%ecute the decision 0uickly, ignoring the fact,

that it may or may not hurt the employees concerned After implementing the decision, a

follow4up must be there to ensure that the grievance has been resolved completely and

ade0uately

An effective grievance procedure ensures an amiable work environment because it redresses

the grievance to mutual satisfaction of both the employees and the managers It also helps the

management to frame policies and procedures acceptable to the employees It becomes an

effective medium for the employees to e%press t feelings, discontent and dissatisfaction

openly and formally

TRAININ+ : DEVELOPMENT

-mployers should set up proper mechanisms to deal with complaints of discrimination

-mployers should take all complaints of discrimination seriously, conduct proper

investigations into complaints and respond to the affected person in writing 3onfidentiality

should be observed and both the complainant and respondent should be treated fairly

Gob applicants and employees are urged not to reach conclusions about decisions taken by

employers in employment matters, without seeking clarification from the employer +ather, if

a candidate or an employee feels that he has been discriminated against, he should seek an

e%planation before escalating the issue further !his will give the employer an opportunity to

e%plain his decision and clarify his position, or where necessary, take correct would be more

conductive to a positive long4term employment relationship




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-ven in well4run businesses, it may sometimes be necessary to take disciplinary action

against employees




as possible

!he rules and procedure with regards to !+AININ$ AND D-1-.*2'-N! should be set

out in writing, follow the good4practice principles set out accordingly and follow your areas

code of practice on disciplinary and grievance procedures



things including your disciplinary rules, your disciplinary5dismissal procedure and the name

of the person to whom they should appeal if they are unhappy about a disciplinary or

dismissal decision




employment tribunal claim against you in a case of unfair dismissal, they could be awarded

up to four weeks6 pay





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T$PES OF +RIEVANCES

%. #HERE DO +RIEVANCES COME FROM;

Bor a real grievance to have occurred there must have been a violation of an employee6s

rights on the job Also, it must have been the employer or one of his5her agents 44 like a

supervisor or manager 44 who has violated these rights, directly or indirectly If an employee

makes a complaint that doesn6t involve the employer in some way, you may still have to deal

with it, but it won6t be a grievance

'ost grievances are real in the sense that we are sure the employer has violated some4one6s

rights but this doesn6t mean we will always win the case 9e are limited by the con4tract, by

our skills, or by how much union power we have &o a grievance can turn out to be no more

than an alleged violation or even just a complaint

It6s your job as a steward to decide which rights have been violated and so determine whether

a grievance e%ists ecause most employees6 rights are contained in the contract, this is the

first place you look to see if there is a real grievance against the management If the grievance


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is a clear4cut violation of the contract, it will be easy to prove provided you stick to your

guns If it involves an interpretation of the contract, it will not be so easy to prove

!he kinds of grievances that may occur under the contract areF

a #a3e +ie2ance4 failure to pay agreed rating includingF

&tarting pay

Automatic increase

'erit increase

Improper classification of job

-mployee wrongly classified

&hift premium

1acation pay or bonus

3all4in pay

Improver incentive or piece rate


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b #a3e IneSpee,/p?violation of time or

production standard can be approached from the standpoint of a physical working condition

or violation of principle of fair day6s work for

fair day6s pay

d Assi3nmen0 an, Pacemen0 of #o8es

Improper transfer 7violation of seniority clause8

Improper promotion

Improper allocation of work 7as in overtime8

Improper layoff or recall

e Discipina! Ac0ion =eca/se ofF

nreasonable rule

2enalties without just cause

-mployees not properly notified of rule or penalties

+eprimand 7recording warning8

Disciplinary layoffs

Discharge

f Ph!sica #o8in3 Con,i0ionsunsafe or unhealthy working conditions 7could be a

violation of provincial, state or federal safety laws or workplace rules8

g S/pe2iso! Pac0ices

Abuse of authority

Intimidation or coercion

*ver4supervision 7snooping8

Inade0uate supervision 7failure to instruct properly8


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&upervisor working on bargaining unit jobs

Discrimination

Bavoritism

h Pesona Ri3h0s an, Pi2ie3es

.eaves of absence

Bailure to accord e0ual treatment 7discrimination8


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i Vioa0ion of 6nion Ri3h0s

Bailure to give proper representation 7no steward working overtime8 undermining the union

undermining grievance procedure

j O0he Con0ac0 Vioa0ionssome contracts may contain clauses not covered by the above

lists

ut, unless your contract limits grievances to items covered in the collective bargaining

agreement, some grievances are outside the contract !hese areF


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Vioa0ion of fe,ea o po2incia o s0a0e a-

Here you might have the option of filing a grievance or going to the appropriate government

agency to get redress If advice from your chief steward or local union business

representative is inconclusive, go ahead with both

J Pas0 pac0ice in 0he -o8pace

!his can be the basis for a grievance, particularly in areas where the contract is si4lent or

unclear, where a past practice has been violated by the management, an employee

may have a real grievance ut, to be considered a past practice, the circum4stances

must have been repeated over an e%tended period of time accepted e%plicitly or

implicitly by both workers and management, eg, by verbal agreement or in writing,

without either side formally objecting or while violating the contract, neither side has

demanded that this part of the contact be enforced

J Fai/e of mana3emen0 0o i2e /p 0o 0hei esponsi=ii0ies , particularly over health and

safety conditions

J Empo!e@s /es

!hese can be made and changed as long as they are consistent with the contract ut, while

they are in e%istence, they cannot be violated by either side and so they can be the

basis for a grievance


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1. #HO IS A++RIEVED;

&ummaryF we can classify grievances according to where they come from and how they arise,

but we can also look at them according to who is affected


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J In,i2i,/a 3ie2ances

'ost grievances affect only a single individual -ven so, you as a steward should be filing the

grievance, not the employee on her5his own 7if the contract permits it8 It is in the

interests of everyone in the union that the grievance is handled properly, bearing in

mind the interests of the union as well as the griever And, when an individualEs rights

have been violated and he or she refuses to file a grievance, you should file the

grievance on behalf of the union 44 especially if the contract specifically permits it In

this way, you will defend the collective bargaining agreement and protect the rights of

all employees covered by it !he management6s argument that you cannot file an

individual grievance on behalf of the union is invariably false

J +o/p 3ie2ances

!his is where several employees have the same complaint sually you file the grievance on

behalf of the group 7who must be clearly named or defined8 though there is nothing

wrong with filing a series of individual grievances dealing with the same issue

J 6nion 3ie2ance o poic! 3ie2ance

-%actly what your rights are and e%actly what these grievances are called depends on the

language used in the contract !hese two types of grievances usually mean the same

thing

!he union grievance is one that is filed by the union on behalf of a group of individuals or the

whole bargaining unit 44 or on behalf of an individual who refuses to file it Invariably,

a union grievance is one in which the union considers its rights to have been violated,

and not just the rights of individuals in the bargaining unit Again, you might find the

e%pression general grievance6 used and it might mean un4ion grievance, policy

grievance, or group grievance, depending once more on the language used in the

contract


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*. +RIEVANCE AND ARBITRATION

Almost all *2-I contracts contain a section which gives the union the right to process a

grievance to final and binding arbitration If the employer ignores the grievance by not giving

an answer as re0uired by the collective bargaining agreement, then the union may advance

the grievance to the ne%t stage, and the ne%t, until the issue is either before an arbitration

board 7in 3anada8 or arbitration is invoked by a court 7in the &8


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&. #HEN IS A COMPLAINT NOT A +RIEVANCE;

If the management has not violated anyone6s rights, there is no grievance ut, there may be a

real complaint, and if you are a good steward you will deal with complaints as seriously as

you would a grievance Here are some types of complainsF

J Pesona 0o/=es an, e


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4. THE NE+OTIATED +RIEVANCE PROCED6RE

-very negotiated agreement 7contract8 has a negotiated grievance procedure !he grievance

procedure can be set forth in the contract in many ways However, most procedures


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Bollow a basic course from information to formal presentation with arbitration being the last

recourse in most agreements

!he grievance procedure provides for judicial review of any action taken by management that

has impact on the employees covered by the negotiated agreement 9ithout a grievance

procedure employees would have no internal process available for ensuring their right to

justice on the job !he alternative to this procedure, group action or courts of law, is of4ten

costly, time consuming and insensitive to uni0ue problems within an industry !here4fore, the

grievance procedure provides a more effective means of redressing employee problems


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). RECORDIN+ THE +RIEVANCE

9hen an employee comes to you with a complaint you should always make a note for your

files listing the person, problem, date, supervisor and workplace Also you should re0uest the

employee to write down the facts and keep an ongoing log of events that take place pertaining

to the complaint !his is a safeguard in the event the complaint becomes a le4intimate

grievance and proceeds through the various steps of the grievance procedure !rying to recall

times, places and actions from memory is highly ineffective in !+AININ$ C

D-1-.*2'-N! &hould you fail to settle the grievance at the first, informal step, the union

will need these records in drafting the formal grievance statement It is important for the

union to keep records of grievances handled at the informal step, so send your documentation

to your union representative if it is resolved

A complaint formally enters the grievance procedure when it is presented in writing !he

steward, who normally has the responsibility for submitting the grievance for writing to the

union, should do so only after completing &tep I of the grievance procedure 9hen

submitting the grievance to the union the steward should check carefully to make sure the &i%

96s 4 9H*, 9H-N, 9H-+-, 9H/ 9HA! and 9I!N-&&-& of the grievance form are

covered

9H*F +efers to the employee filing the grievance and the supervisor 7if any8 involved

9H-NF +efers to the time element *ften information regarding more than one date is

needed to complete the form properlyF 7:8 the date on which the grievance is officially

written 7;8 the time and date on which the grievance actually happened 7


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9H/F +efers to the reason the complaint is considered a grievance !he 9H-+- and 9H/

are described under the section &tatement of $rievance and must be clearly stated to obtain

a clear picture of the facts It is important to remember that it is possible to have a legitimate

grievance without being able to point to a violation of a specific clause of the contract

9HA!F +efers to what should be done about the grievance 4 the corrective action desired and

what adjustment is e%pected

9I!N-&&-&F If a particular incident took place which gave rise to the grievance, the names

of any witnesses who say what occurred should be listed on the grievance form !his should

include the address and phone number of all witnesses

oth the employee and the steward should sign the grievance form !he employee6s signature

verifies the facts of the grievance

. 6NDERSTANDIN+ THE 76ALIT$ OF INFORMATION

As you begin to investigate a grievance you will reali(e that the information you gather

usually falls into two categoriesF

A specific measurable information and,

non4specific or immeasurable information

oth types of information will surface however, non4specific information has little use in

!+AININ$ C D-1-.*2'-N! !he following is a list of various types of "specific#

information that fre0uently has impact on grievances Also given is the method of measuring

this information


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Major causes of r!e"a#ces

T!e "a#$r ca%e $' (rievance !ave )een dic$vered *$ )e+

: .oose, faulty or ambiguous contract language

; 'anagement strategy to undermine the union


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= 9here did the breach occurL

? 9hat happenedL

It is usually agreed that action will not be taken on any breach until the full grievance

procedure is utili(ed, giving the person whose right has been breached, and full opportunity

to ventilate concerns

A grievance procedure should provide a formal framework, setting limits on the arbitrary

e%ercise of management authority and power

TRAININ+ AND DEVELOPMENT PROCED6RE

: !he person aggrieved raises the issue with the immediate supervisor

; Bailing settlement, the matter is referred to a manager


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!he grievance handler should try to set time limits for the resolution of grievances, should

ensure that the person to make the decision on the grievance is competent to decide and free

of bias, and should develop a menu of solutions4 a variety of options to decide on the

outcome

Discipine

Discipline is a control mechanism employed to ensure compliance with organi(ational

objectives It is used to control those who deviate from performance and behavioral

standards

!here are three stages in the development of a disciplinary processF

: legislative

; administrative and


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'ost codes distinguish between infractions which constitute minor misconduct, and which

will attract verbal or written warnings, as against gross or serious misconduct which may

attract severe discipline including summary dismissal

Dismissa

Dismissal is the ultimate sanction and is seen as retributive Dismissal can be with notice it

can also be summary, without notice or payment in lieu of notice or instant, but may include

pay in lieu of notice

3onstructive dismissal relates to a situation where an employee is unable to perform a job

function through employer obstruction

Dismissal is considered to be fair where there is clear evidence that the employeeF

: Is incapable of performing the job through lack of 0ualification, capability or health

; conducts himself5herself in such a way as to breach the contract of employment


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; +e0uirements of the business have ceased or diminished or are e%pected to cease or

diminish for a variety of reasons 4 natural, economic or technological

&ome countries have provided legislation to deal with redundancies where others have not

9hether or not the law provides for redundancy, trade unions should negotiate such

provisions within collective agreements

!he modern period is witnessing mergers, amalgamations, buyouts and other strategies which

create conditions for redundancies

!he trade union should try to create an environment where workersE employment is protected

At the same time, it should provide for those who do not wish their services to be transferred

from employer to employer in a unilateral way

!here are three main phases for trade union involvement in redundancy situationsF

: 9here it is anticipated that redundancies will occur, it should be discussed, along with

possible alternative approaches !here must be a determination of manpower needs

; *nce it is decided that redundancy is inevitable, there should be agreement on the

selection of employees to be made redundant, the level of compensation to be paid,

and the provision of assistance to redundant employees


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TRAINING AND DEVELOMENT S,STEM

PREAM$LE

T!e !i$$!/ $' $%r (r$% i *$ r$vide a 0$r1in( envir$n"en* *$ i*

e"$/ee in 0!ic! c$n(enia 0$r1in( c$ndi*i$n *!r$%(! "%*%a *r%*

and ($$d 'ai*! are '$*ered and a "ec!ani" '$r eed/ redreed $'

(rievance are avaia)e *$ a $ *!a* *!e e"$/ee are a)e *$ c$n*ri)%*e

*!eir ener(ie *$0ard *!e (r$0*! $' *!e c$"an/ 0i*! *!eir $0n (r$0*!.

TITLE

T!i r$ced%re i caed 2IW TRAINING AND DEVELOMENTS/*e"3

AIMS & O$%ECTIVES

T!e $)#ec*ive $' *!e c!e"e are+

4. 5$*er e"$/ee6 0e )ein(7. r$vide a /*e"a*ic "ec!ani" '$r Grievance Redreed a* ever/

eve $' *!e $r(ani8a*i$n.SCOPE


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T!e c$e $' *!e c!e"e i c$n9ned *$ individ%a (rievance $n/ ariin(

$%* $' 0$r1in( c$ndi*i$n and i"e"en*a*i$n $' *!e $icie:r%e $r

decii$n $' *!e ;$"an/.

DEINITION

2E"$/ee3 '$r *!e %r$e $' *!i c!e"e 0$%d "ean an/ er$n 0!$

i $n *!e er"anen* r$ $' *!e c$"an/.

PROCEDURE O REDRESSAL

STAGE ' (

T!e a((rieved e"$/ee !a in'$r" *!e na*%re $' *!e (rievance in

0ri*in( (ivin( *!e 'ac* $' *!e cae in c$"e*e de*ai *$ !i i""edia*e

S%eri$r. ?


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T!e Grievance Redrea ;$""i**ee c$ni* $' *!e '$$0in( "e")er+

a=. ni* ;!ie'

)=. Tec!nica Head

c=. r$d%c*i$n Head

d=. En(ineerin( Head

T!e Grievance Redrea ;$""i**ee 0i a**e"* *$ e**e a (rievance

re'erred *$ i* *!r$%(! c$"e*e ar*icia*i$n and c$rdiai*/. T!e decii$n $'

*!e ;$""i**ee 0i )e )/ c$nen% and n$* )/ v$*in(. T$ *!e e*en*

$i)e@ *!e ;$""i**ee 0i re$r* *$ c$%nein( ar$ac! in e**e"en*

$' (rievance *$ en%re *!e c$"e*e a*i'ac*i$n $' *!e a((rievede"$/ee. H$0ever@ i' n$ c$nen% i 'eai)e $n an/ $' *!e (rievance@

rec$rd $' *!e en*ire r$ceedin( 0i )e en* *$ *!e Sr. reiden* '$r 9na

decii$n.

T!e ;$""i**ee "a/ !ave an/ n%")er $' !earin( a c$nidered

necear/@ '$r e**e"en* $' a (rievance. H$0ever@ %c! !earin( !$%d

)e eed/ and !$%d c$nc%de a* *!e earie*.

T!e ;$""i**ee 0i "ee* a* ea* $nce in a "$n*!@ *$ e**e a *!e

endin( (rievance eedi*i$%/. D%rin( eac! $' i* "ee*in(@ *!e

;$""i**ee 0i a**e"* *$ c$nider a *!e (rievance re'erred *$ i* % *$

$ne 0ee1 )e'$re *!e "ee*in(. T!e r$ceedin( $' a "ee*in( $' *!e

;$""i**ee 0i )e d%/ i(ned )/ *!e "e")er reen*. T!e decii$n $'

;$""i**ee 0i )e c$""%nica*ed *$ *!e e"$/ee 0i*!in *0$ da/ $' *!e

a* "ee*in( $n *!e (rievance.

In cae i* re%ire an/ $ic/ decii$n@ *!e "a**er 0i )e re'erred *$ *!e Sr.

reiden* 0!$e decii$n i 9na and )indin( $n *!e c$ncerned e"$/ee.

APPEAL

I' even-*!en *!e a((rieved e"$/ee i n$* a*i9ed 0i*! *!e decii$n a*

an/ $' *!e *a(e "en*i$ned a)$ve@ !e "a/ aea *$ *!e !i(!er *a(e.

T!e 9na aea*e A%*!$ri*/ i *!e Sr. reiden*@ 0!$e decii$n i 9na

and )indin( $n *!e c$ncerned e"$/ee.

GENERAL


38/94

4. N$ a((rieved e"$/ee 0i *a1e % !i (rievance *$ c!anne : eve$*!er *!an r$vided '$r in *!e r$ced%re ei*!er d%rin( *!e endenc/ $' *!e (rievance in an/ $' *!e *a(e $r 0i*!$%* 9r* c$"e*in( *!erec$%re *$ *!e r$vii$n $' *!e r$ced%re.

7. N$ (rievance ariin( $%* $' an/ decii$n $' an/ En%ir/ OFcer $r

re%*in( 'r$" an/ diciinar/ r$ceedin( 0i )e en*er*ained %nder*!e c!e"e.

?. T!e e"$/ee "%* re$r* *!e (rievance in 0ri*in( (ivin( *!e 'ac* $'*!e cae in

;$"e*e de*ai.

. In *!e 9r* in*ance *!e (rievance !$%d )e e**ed a* *!e $0e* evei.e. *!e e"$/ee !$%d raie !i (rievance 0i*! !i i""edia*e%eri$r.

. I* !$%d )e "ade cear *$ *!e e"$/ee *!a* !e "a/ aea *$ *!e!i(!er-%@ i' !e d$e n$* (e* a*i'ac*i$n 'r$" !i i""edia*e%eri$r. He !$%d 1n$0 0!$ i *!e ne* er$n in *!e c$"an/!ierarc!/ *$ 0!$" !e !$%d re'er !i (rievance.

. T!e (rievance !$%d )e eedi/ dea* 0i*! -*i"e 'ra"e "%* )e*ric*/ ad!ered *$.

C. Necear/ '$r" 0i )e avaia)e in *!e er$nne Dear*"en*.

5ORM - 4


39/94

DEARTMENT +

NAME & DESIGNATION +

O5 REORTING ATHORIT,

--------------------------------------------------------------------------------------------------------

----NATRE O5 GRIEVAN;E+

VERDI;T B, IMMEDIATE SERIOR+

REASON 5OR BEING NOT SATIS5IED+

DATE+ SIGNATRE+

5ORM - 7


40/94

NAME O5 H.O.D. +

NATRE O5 GRIEVAN;E+



DATE+ SIGNATRE+

5ORM - ?


41/94

NAME O5 H.O.D. +

--------------------------------------------------------------------------------------------------------

----NATRE O5 GRIEVAN;E+



VERDI;T GIVEN B, THE HOD +


DATE+ SIGNATRE+

Benefi0s of ha2in3 +ie2ance poce,/eF

!he grievance procedure provides a means for identifying practices, procedures, and

administrative policies that are causing employee complaints so that changes can be

considered

!hey reduce costly employment suits

A grievance procedure allows managers to establish a uniform labor policy

A grievance system can be a reliable mechanism to learn of, and resolve employee

dissatisfaction It can produce early settlements to disputes or provide for correction

of contested employment issue


42/94

SELECTION O PRO$LEM

9hen I joined the training in I92 7India 9oods product bly8 I was allotted the project of

"!+AININ$ C D-1-.*2'-N!#

efore working on it I think that it is very simple project but when I started to go through it, I

reali(ed that it is not so simple as I think

$rievance are their in every organi(ation but to get rid from it this is very necessary to know

what types of grievance are their

$rievances are their of many kinds and the problem is that how and what should be the

method to decrease these grievances so that org can run calmly and every employ should

satisfy with their work


43/94

FORM6LATION OF PROBLEM

!his project is given to me by ANAND &ir and in this report I had described about the

grievances in the org why these grievances are there And from where that come from and

how should the org can get rid from so that org can run properly and in well condition

In each and every the problem of grievance is at the top level, here in I92 I saw grievances

at very high level -mploy is different from other in many ways like behavior, manner,

working style and many more &o the grievances are decided, each one of them is not

satisfied by each and every condition in the org

$rievances are of many kind and everyone is facing grievance some because of working

condition and some of the timing schedule, thatEs why grievances are of many kind and it is

very important to get rid from it and it is very necessary for the employees that they should

get right decisions and partiality should not be done in giving them justice


44/94

NEED OF ST6D$

-mployees differ as individuals, in their needs, e%pectations and behavior 9hen their needs

are not satisfied or their objectives are not achieved, the result the employees satisfied and

motivated, all the time

In each and every working org the problem of grievance is there And how to get rid from it,

it is very necessary thatEs why it is very important to study about the problem

In I92 7India woods product8 the problem of grievance is high so it is very necessary to

study about it and to know the reason why and from where tis grievance come from

-ffective methods for the !+AININ$ AND D-1-.*2'-N! should be made so that the

problem of grievance should decrease and the org should not suffer this kind of problem

again


45/94

OBECTIVES OF +RIEVANCE

PRIMAR$ OBECTIVE

!o study the effectiveness of !+AININ$ AND D-1-.*2'-N! mechanism

SECONDAR$ OBECTIVE

: !o identify whether the employees are aware of the !+AININ$ AND D-1-.*2'-N!mechanism

; !o identify whether the !+AININ$ AND D-1-.*2'-N! system leads to a favorable

attitude towards the management


46/94

? !o identify the factors influencing the effectiveness of the !+AININ$ AND

D-1-.*2'-N! in the organi(ation

) !o e%amine the rights and responsibilities of employee

@!o focus on the role and process of !+AININ$ C D-1-.*2'-N!

!o develop an understanding of the role of discipline in

!o e%amine redundancy and termination issues

Ri3h0s an, Responsi=ii0ies of empo!ees

A right can be considered as a just or legal claim to titleE, that which is due by law, tradition

or nature A responsibility is a duty, an obligation or a burden

!rade union rights enjoyed by workers derive from a multitude of sources, including

international conventions, national constitutions, statute law, the collective agreement,

custom and practice, and the common law

At the same time, workers have responsibilities which derive mainly from the contract


47/94

!he main responsibilities of employees are summari(ed belowF

: !o perform his5her work with reasonable skill

; !o e%ercise reasonable care in the performance of his5her duties


48/94

CHAPTER51

REVIE# OF LITERAT6RE AND H$POTHESIS

A common criticism of grievance procedure research is the lack of theoretical grounding for

much of the research done prior to :? &everal earlier reviews of the grievance literature

raised the challenge of improving on the theoretical aspects of grievance research !his

review focuses on the grievance procedure research published in the past decade with specific

attention on the application 7or lack thereof8 of social science theory to grievance research

9e also make recommendations on the direction that we feel grievance research should take

in the future to further improve on the theoretical content of grievance research

!he focus of this review is limited to the usage and operation of grievance procedures, and

e%cludes the subse0uent impact of grievances on organi(ational performance and the


49/94

behavior of individuals 9e also e%clude nonunion grievance procedures which have been

recently reviewed elsewhere 72eterson, :; BeuilletC Delaney, :;8, and alternative

procedures, such as peer review systems

9e considered many alternatives, but decided to organi(e our review of grievance procedure

research in chronological order following the life of a grievance !he first two sections of

the paper briefly review past reviews and make several general observations about the role of

theory in grievance procedure research !hen we proceed through the grievance process,

starting with givable events and grievance initiation, and ending with post settlement

e%periences 9e conclude with a summary of social science theories which have been applied

to grievance research or which we believe could be useful for future research

&everal reviews of grievance procedure research were published in the mid to late :Os

7$ordon C 'iller, := .abiaC $reer, : and .evisC 2eterson, :, chap ;8 !his

review article will focus on grievance research published over the decade since, but several of

the main points and recommendations from these previous reviews will be discussed in this

section

REVIE# OF LITERAT6RE

!he correlates of grievance initiation are described within the conte%t of categories of

relevant factors suggested by the literature !he categories include environmental,

management, union, union4management interaction, and employee factors In the

environmental category, the literature indicates that technology effects provide substantial

http://findarticles.com/p/articles/mi_kmnew/is_200305/ai_kepm308257/?lc=int_mb_1001http://findarticles.com/p/articles/mi_kmnew/is_200305/ai_kepm308257/?lc=int_mb_1001


50/94

promise for the e%planation of grievances &everal important correlates of grievance activity

are described in each of the other categories &uggested methodological improvements for

future research include e%panded sets of control variables, multiple industry data sets, greater

attention to grievance types, and the use of causal analytical techni0ues in longitudinal

studies Buture research should provide a better understanding of the effects of several

variables, including technology, methods of grievance resolution, workgroup cohesion, and

fair representation re0uirements It should also identify relationships that are specific to

different issues cohesion, and fair representation re0uirements It should also identify

relationships that are specific to different issues

REVIE# OF LITERAT6RE +RIEVANCE

$rievance is any discontent or dissatisfaction that affects organi(ational performance Assuch

it can be stated or unvoiced, written or oral, legitimate or ridiculous If the dissatisfaction

of employeesE 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 intheorgani(ation !he formal mechanism for dealing with such workerEs

dissatisfaction is called grievance procedure All companies whether unioni(ed or not should

have established and known grievancemethods of processing grievances !he primary value

of grievance procedure is that it can assistin minimi(ing discontent and dissatisfaction that

may have adverse effects upon co4operation and productivity A grievance procedure is

necessary in large organi(ation which has numerous personnel and many levels with the


51/94

result that the manager is unable to keep a check on eachindividual, or be involved in every

aspect of working of the small organi(ation!he usual steps in

$rievanceprocedures are

:3onference among the aggrieved employee, the supervisor, and the union steward

;3onference between middle management and middle union leadership


52/94

CHAPTER5*

A+-A *B

&!D/

INDIA #OOD PROD6CT


53/94

% Bac83o/n,

!he Indian 9ood 2roducts 3o .td was promoted by 'r HN $ladstone,

'r H ateson, 'r -H bray of .ondon and

*thers in the year :: !he 3ompany was limited by shares under the

3ompany6s Act, ::< with the sole object to manufacture Katha and 3utch

at I((atnagar, areilly 728 India !he manufacturing activities started in

:;O and the oard of Directors appointed '5s $illianders Arbuthnot C

3o .td, as the 'anaging Agents who would look after the daily activities

of the company

p till :);, the company was under the Director of Industries, Kanpur

728 and it was only in :)< that the company was granted an Industrial

.icence by the ministry of 3ommerce and Industry 9ith the abolition of

'anaging Agency &ystem by the 3ompanies Act, '5s $illanders

Arbuthnot C 3o .td ceased to act as the 'anaging Agents of the

3ompany !hereafter the control and management of the company vested

with the oard of Directors consisting of Directors of $illanders

Arbuthnot C 3o .td, and their associate companies In :O the present

management ac0uired the controlling interest in the 3ompany by transfer

of share

At present, 'r KK 'ehta 73hairman8 control the entire operations of the

company and deputed at the registered office of the company whereas 'r

KK Damani 7-%ecutive Director8 resides and deputed at works supervise

and control the entire operations and productions of the 3ompany

However the total supervision and strict control rests with the oard of

Directors of the company


54/94

%.%.* In2es0os

Financia Res/0

Financia hi3hi3h0s fo 0he financia !ea en,e, Mach 1'%%

Pa0ic/as >Rs. in Tho/san,?

2aid4up 3apital :O,@@<

+eserves C &urplus ?,:O@

2rofit efore !a% :@,?@

2rofit After !a% :;,O@

Dividend :OP

-arning per share ::?


55/94

%.%.& 7/ai0! Ass/ance : Reseach

Achieving ultimate customer satisfaction is the prime outlook of I92 !o

materiali(e this, the organi(ation has adopted stringent 0uality control

tests from intermediate stages of input of raw materials till output of

finished products !o achieve this, we have 0ualified team of ;O

engineers C chemists who monitor the operation and the 0uality 9e are

well e0uipped with laboratory

facilities and modern e0uipments

such as H2!.3, $.3, 2olari meters,

!.3, &pectrophotometer, 'oisture

meter, Hygroscopes besides Kjeldahl

e%tractor etc !he company also owns a research lab having plant

Ce0uipments for 2ilot 2lant scale research for improving 0uality C

research

mailto:[email protected]


56/94

%.%.4Po,/c0s

2roducts *ther names Annual 2roduction 3apacity

3atechu lack 3atechu, Katha )OO '!

3utch 1egetable !anninc :;OO '!

3atching Blavanols, cyanidols


57/94

a8 loss on drying

P by weight,

:= M :)

b8 3atechin

P by weight,

c8 'atter insoluble in rectified spirit,

P by weight,

:O M :?

d8 !otal Ash

P by weight 'a%

;O

e8 Acid insoluble ash

P by weight 'a%

O?

f8 2aste value

7in terms of water retention8

times

7A


58/94

ingredient with Areca nuts and sometimes with chewing tobacco 3atechu is an astringent and

has distinct bitterness followed by cool4sweetness It also finds use as flavoring agent in

condiments, ice4creams, candy, beverages etc &ince ages, the medicinal uses of catechu are

well known It finds major use in treatment of diarrhea, dysentery, ailments of mouth, gums,

tonsils etc 'any new uses of catching 7which are the natural chief ingredients of catechu8

like antio%idant, skin care, anti4diabetic, anti4inflamatory are reported

7A=82acking of the product

2ackings 2rimary &econdary

2ouch o%

:OO gm5each

:kg5each

:O kg 3orrugated o%

;O kg

2an 2aste 7ready to use8

powder

:OO gm5each

?O gm5each in 'etal

3ontainer

:O kg

:O kg

2ower 7ulk8 ;O kg ;O kgs


59/94

B. C/0ch

7:8 'anufacturing 2rocessF !he

supernatant li0uor obtained on

filtration of 3atechu is concentrated

in multiple effect evaporator

till the semi solid condition is

achieved It is directly packed in suitable packings

7;8 &pecificationF !he cutch has dark colour and rich in 1egetable !annins A typical

analysis is given belowF

9 5 9 P

a 'oisture, ma% :;

b !annins, min )O

c 3atechins, min


60/94

d Insoluble in boiling water, ma% O?

7


61/94

73:8 'anufacturing 2rocess F 9e offer -pi4catechins 7. C D. type8 from Acacia 3atechu

and D4 3atechins by solvent -%traction of $ambier 9e can also offer $ambier Malkaloids

7like $ambir!annine, *%o4gambirtannine etc8 &hortly we shall introduce !ea4catechins 7-pi4

gallo3atechins8

73;8 &pecificationF In view of rapid transformation of .4-picatechin to its isomers, at

present we can offer limited 0uantity of ?P pure -picatechins 7.CD.8 High purity 7PQ8

D43atechins 7Hy4drate8, are being used by local manufacturers of mouth4freshener

73


62/94

!he mill Kattha so obtained by the above process is eatable and marketable item and not a

forest produce within the meaning of &ection ;7=8 of the Indian Borest Act !hus for its transit

no pass is re0uired and in fact the petitioner company had never re0uired such a transit pass

!he petitioner company sells its mill Katha to whole salers and retailers all over India and if

at each stage a transit pass is re0uired from the Borest authorities then it will cause immense

difficulty and in fact bring the business of the petitioner unworkable and to a halt

!here is vast difference between cottage industry Kattha and mill Kattha !he cottage

industry kattha is made generally in the forest by the process of boiling of khair wood in

hattis whereas mill kattha is manufactured by a comple% mechanical process in a factory

situated in town, and not forest !heir contents are also very different 44 the cottage industry

kattha contains tannin, whereas the mill kattha contains more of catechu mill kattha can be

used directly in betels while the cottage industry kattha cannot be so used

%.%.) Sae an, ,is0i=/0ion

!he sale and distribution of Khair wood is completely controlled by the 2 Borest

3orporation, which allots it its registered units including the petitioner 2 Borest

3orporation issues gate pass 7appending gate pass dated ;@4:4:) as Anne%ure =8 when

Khair woods are lifted from its depots A transit pass 7appending transit pass dated ;@4:4:)

as Anne%ure ?8 is also issued by the 2 Borest 3orporation A fee of ?O paise is charged for

every 0uintal of forest produce for movement and transit pass 9hen any unit purchases khair

woods from out side the &tate in that event a transit pass has to be obtained at 2 3heck

post


63/94

!he khair wood purchased fromHoshirarpur 72unjab8 A transit pass was issued

by the Divisional Borest *ffice, jiagpat range, 'eerut *n the petitioner company sent :OO

cases of Kattha broken and ?O cases of Kattha 2an 'adhuri 7each case containing ;O Kg of

Kattha8 to '5s Kothari 2roducts .td through transporter !he vehicle carrying the cases was

checked at $! +oad 79est8 barrier by the Borest +ange *fficer, Kanpur +ange 7respondent

No ;8 who illegally sei(ed them as well as the vehicle carrying them under &ection ?; of the

Indian Borest Act and registered the case in 0uestion +espondent No ; submitted sei(ure

report in the 3ourt of 'etropolitan 'agistrate, R, Kanpur Nagar As the Kattha manufactured

by the petitioner company is not a forest produce, +espondent No ; had no jurisdiction to

sei(e them or the vehicle carrying them and arrest the driver driving the vehicle 2rovisions of

Indian Borest Act and 2 !ransit of !imber and other Borest 2roduce +ules, :@ are also

not applicable in its case

2 !ransit of !imber and other Borest 2roduce +ules, :@ is violative of

Articles :7:87g8 and


64/94

%.%. Financia =ac83o/n,

Baance Shee0

To0a Asse0s 11 1%

C/en0 Asse0s *% 1

To0a Lia=ii0ies 11 1%

Shae ho,es E


65/94

To0a Re2en/es (* 4(

Opea0iona Pofi0

>Loss?

* *

Ne0 Pofi0 >Loss? % '

S All the accounts are in IN+

Ra0ios

Pofi0a=ii0! Ra0ios

Re0/n on Asse0s >ROA? 4.& &.(*

Ann/aie, Re0/n on

Asse0s >ROA?

4.& &.(*


66/94

Re0/n on EROE?

%(.) %4.1

Ann/aie, Re0/n on

EROE?

%(.) %4.1

Re0/n on Saes >ROS? &.4 &.

Re0/n on Capi0a

%(.&1 %(.*1

+oss Pofi0 Ma3in *.&4 *.&(

Opea0in3 Pofi0

Ma3in

4.(* 4.((

Efficienc! Ra0io


67/94

In2en0o! T/no2e '.'&9 '.'49

C/en0 asse0 0/no2e 1.'&9 %.9

Fi9e,5asse0 0/no2e %%.*49 %%.'*9

Asse0 T/no2e 1.9 1.)9

Va/a0ion fi3/es an,

a0ios

&

Eanin3 Befoe

In0ees0s an, Ta9es

>EBIT?

* 1

EBITDA & *

En0epise 2a/e %'*


68/94

1.) *.1(

Li


69/94

De=0 0o 0o0a asse0s 41.(1 4(.1&

Lon3 Tem De=0 0o

Capi0a

.* .&

De=0 En0epise Va/e %%.1 %%.)

Ten, Ra0ios

Re2en/e Ten, %*.* 4).&(


70/94

CHAPTER5&

POP6LATION

!H- 2*2.A!I*N *B I92 -'2.*/--& I& ;@O

SAMPLIN+

&ample si(e


71/94

*ut of total employees sample taken among respondent is ?O

&ampling 'ethod

!he samples are taken on the basis of the attendance of the employees who are mostly absent

in the calendar year from their job

So/ce of ,a0a

!here primary and secondary source of data

2rimary data M!his data is collected by respondent by administering a structured interview

schedule and discussion with management team

&econdary data4!his data is collected through past records of an organi(ation like attendance

register of the previous year


72/94


73/94

;HATER-

INTERPRETATION AND TABULATION OF DATA

FINDIN+S FOR TRAININ+ : DEVELOPMENT

In the findings I would like to write that that the level of grievance at I92 is at high level and

mostly each and every employee is having different type of grievance and some of the


74/94


75/94

'ain thing is that grievance is very large problem for any org and grievance in this org can

get rid from many methods which will give benefit for the employees as well as for the org

also

All the conditions of working should be settled keeping in mind about the employees benefit

so that grievances may not occur

It is the main problem for any org because when employees are having problem they canEt

work properly and they canEt give their best for the org by which the level of profits and

maintenance to the org also be disturbed

&o at the end it should be in mind that grievances should decrease and all the effective efforts

should done for the !+AININ$ AND D-1-.*2'-N! so that the org can run in effective

and well manner

S6++ESTIONS FOR +RIEVANCE OF EMPLO$EES

In the suggestions I would like to suggest that grievance of employees is increasing day by

day and mostly in each and every organi(ation !he grievance of employees is at high level

and it should be decreased as soon as possible for effective working so that the productivity

of the organi(ation may not decreased and the profit of the company should not decrease so

grievance is not good for any organi(ation it is harmful for each and every organi(ation


76/94

Bor solving the grievance effective grievance procedure should be used and union leader are

essential for each and every company so that they can help them in grievance solving even

top management should also help employees in their grievance to solve it !here are many

kinds of grievances like wage grievance, grievance because of working conditions and not

satisfied with other employees working with them and many more !he grievance of

employees should be solved as soon as possible the employees who are having due to wages

their wages should decided by which company profit should not decrease and it should be

also in the favor of employees who are having grievance due to wages and working

conditions should also be set according to the employees so that they can work properly and

decreased

BIBLIO+RAPH$

H+ 'ANA.

'ANA$IN$ H'AN +-&*+3-& T1&2 +A*U

$**$.-

9IKI2-DIA


77/94

>-&!I*NNAI+-

+espected &ir 5 'adam,I am

'--NAK&HI $AN$9A+

+egNo

student of

V&H+I &IDDHI 1INA/AK IN&!I!!- *B'ANA$-'-N!VVVVVVVVVVVVVV

As a part of my 'A curriculum, I am doing the project on

"A &!D/*N $+I1-AN3-& A'*N$-'2.*/--

I kindly re0uest you to help me in the study by answering the 0uestions below Data collected

from you will be kept highly confidential C will not be disclosed anyone at any cost It is

purely for academic purpose

!hanking you


78/94

76ESTIONAIRE

%. Is -o8 c/0/e s/ppo0i2e in !o/ o3ania0ion;

Mos0!

Rae! Some0imes

No0 a0 a

+espondent 2ercentage

'ostly =) ;P

+arely < @P

&ometime ;


79/94

M$*/ Rare/ S$"e*i"e N$* a* a

>

4>

7>

?>

>

>

>

C>

>

J>

4>>

Serie ?

71. Ho- of0en !o/ face 3ie2ance in !o/ o3ania0ion.

Mos0!

Rae!

Some0imes

No0 a0 a


'ostly =O O

+arely ) :<

&ometimes = @

Not at all O O


80/94

;a*e($r/ 4 ;a*e($r/ 7 ;a*e($r/ ? ;a*e($r/

>

7>

>

>

>

4>>

47>

4>

4>

4>

7>>

Serie 4

Serie 7

7*. Ho- of0en !o/ compain0s an, 3ie2ance =ein3 0a8en cae off;

Mos0!

Rae!

Fe


81/94

;a*e($r/ 4 ;a*e($r/ 7 ;a*e($r/ ? ;a*e($r/

>

7>

>

>

>

4>>

47>

4>

4>

4>

7>>

Serie 4

Serie 7

&. Ho- m/ch 0imes !o/ s/peio 0a8es on a compain0 >,/a0ion of han,in3 pocess?;

1 #ee8s

( #ee8s

In,efini0e

Depen,s /pon e2e


; weeks


82/94

;a*e($r/ 4 ;a*e($r/ 7 ;a*e($r/ ? ;a*e($r/

>

7>

>

>

>

4>>

47>

4>

4>

4>

7>>

Serie 4

;$%"n4

74. Is 0he ,ecision 0a8en =! 0he 0op mana3emen0 ea0e, 0o !o/ 3ie2ance is

sa0isfac0o!;

Mos0!

Ha,!

Pa0!

Ne2e


'ostly


83/94

;a*e($r/ 4 ;a*e($r/ 7 ;a*e($r/ ? ;a*e($r/

>

7>

>

>

>

4>>

47>

4>

4>

Serie 4

Serie 7

7( Does 0he /ppe Mana3emen0 pess/e main eason fo +ie2ance G

$es

No


/es ;@ ??

No ;< =?


84/94

;a*e($r/ 4 ;a*e($r/ 7

>

7>

>

>

>

4>>

47>

4>

Serie 4

Serie 7

7) Ha2e !o/ e2e face, 3ie2ance ea0e, 0o Pefomance Appaisa Pocess;

$es

No


/es ;: =<

No ; ?@


85/94

;a*e($r/ 4 ;a*e($r/ 7

>

7>

>

>

>

4>>

47>

4>

Serie 4

Serie 7

.. #ha0 is !o/ 3ie2ance;

A8

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%*.. Ae 0hee an! ,iscepancies in han,in3 0he 3ie2ances in 0he o3ania0ion;

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%&.. Do !o/ fee 0ha0 pesen0 TRAININ+ AND DEVELOPMENT poic! of !o/ o3ania0ion is

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292426281 Greviance Handlind Iwp Report