Grievaance handling system

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A STUDY ON ANALYSING THE EFECTIVENESS OF

GRIEVANCE HANDLING SYSTEM IN

BHARAT HEAVY ELECTRICALS LTD

RANIPET

Submitted by

M.SATHIYABAMA

(Reg No: 11907631097)

Of

VEL TECH COLLEGE

SUMMER PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCES

ANNA UNIVERSITY

CHENNAI

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BONAFIDE CERTIFICATE

Certified that this project report titled A STUDY ON ANALYSING

THE EFFECTIVENESS OF GRIEVANCE HANDLING SYSTEM in

BHARATH HEAVY ELECTRICALS LIMITED, RANIPET, is the bonafide

work of MISS. M.VASUGI who carried out the research under my supervision.

Certified further that to the best of my knowledge the work reported here in 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.

PRINCIPAL HEAD OF THE DEPARTMENT

INTERNAL GUIDE EXTERNAL GUIDE

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BHARAT HEAVY ELECTRICALS LIMITED

(A Government of India Undertaking)

BOILER AUXILIARIES PLANT

Indira Gandhi Industrial Complex

Ranipet 632 406

C E R T I F I C A T E

This is to certify that Miss. M.VASUGI, Final Year student ofM.B.A.

from VEL TECH COLLEGE, CHENNAI has done a project entitled

A STUDY ON ANALYSING THE EFFECTIVENSS OF GRIEVANCE

HANDLING SYSTEM IN BHEL, RANIPET, during the period from

26.06.2008 to 24.07.2008 and the project work done by her was found to be

satisfactory.

(Signature of Guide) (Head of HRDC)

M.SELVAM., MSW., MA., M.Phil. M.SUNDARARAJ

Deputy Manager / HR / Welfare MANAGER / HR

HRM DEPT HRM DEPT

B.H.E.L./RANIPET B.H.E.L./RANIPET

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DECLARATION

I, M.VASUGI hereby declare that the this project entitles A STUDY ON

ANALYSING THE EFFECTIVENESS OF GRIEVANCE HANDLING

SYSTEM IN BHEL, RANIPET is submitted to the Anna University in partial

fulfillment of the requirements for the award of the Master of Business Administration

is a record of original project work done by me under the supervision and guidance of

LecturerMiss.G. SHANMUGAPRIYA, MBA, M.Phil, Vel Tech College.

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ABSTRACT

The project titled A STUDY ON ANALYSING THE EFFECTIVENESS

OF GRIEVANCE HANDLING SYSTEM IN BHARAT HEAVY

ELECTRICALS LIMITED, RANIPET. BHEL was established in 1980. The

company is involved in manufacturing Electrostatic Precipitators, Fabric Filters,

Airpreheaters, Fans, Wind Electric Generators, Ash Handling, Coal Handling

Equipment, Desalination Plants, Defense Systems, Gates and Dampers and Logo

Frames.

The total employees strength of the organization is around 5000 and it follows

different new technology for manufacturing. This project work is done to know the

grievance handling system on the BHEL and also to know about the employees

opinion on grievance handling procedure. The study would be immense help to the

company to know the effectiveness of grievance handling system and correction to be

made on it.

The employees are taken at stratified sampling. The samples are taken as 50.

The questionnaire containing 20 questions is prepared and given to the sample

employees and collected the data required for the study. Pilot study is carried out to

identify the weakness in the questionnaire. Percentage analyses and chi square test is

used as tools for analyzing the data.

It is found that the employees agree that the current grievance handling system

is effective. And it needs some kind of regulation to be made on the current set of

rules and regulation. And they also suggest some rules to make it more effective.

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ACKNOWLEDGEMENT

I express with great pleasure and sincerity, my thanks and gratitude to our

chairman and founder of vel education institution Mr. Rangarajan B.E. (Elec),

B.E (Mech), M.S (auto. E) And vice chairman, Dr. Mrs. Sangunthala

Rangarajan, M.B.B.S for providing and excellent environment and infrastructure

in college.

And extend my heart full thanks to Mr. K.Kishore Kumar Director Vel Tech

Engineering College for providing us great support.

I would like to convey my thanks to our respected principal Dr. Jayachandran

and HOD Dr. P.S.Valarmathi, M.com, M.Phil, Ph.D, Department of

Management studies for providing me with the opportunity to carry out this

project work.

I acknowledge with gratitude the help of my project guide

Miss.G.Shanmugapriya,M.B.A, M.Phil, who shared with me her knowledge andexpertise and took keen interest in designing my project under her valuable

guidance. I would like to thank all other faculties of the Department of

Management studies for their valuable assistance.

I am greatly privileged to express my deep sense of gratitude to Mr.M.Selvam,

MSW,MA. M.Phil, senior HR Manager (BHEL), and other members of the teamfor their guidance and support given to complete this project work successfully. I

would like to thank all the employees of Bharat Heavy Electricals Ltd for their

cooperation and assistance in collecting information and data for study and

providing me an opportunity to interact on different aspects of the organization.

I am very much thank full and I dedicate this project to my parents who has

supported me at the hard times and with out whom this project would have not been

a successful one. At last I am very much thank full to the almighty that sent all

these precious people to help me in completing this task.

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CONTENTS

S.NOTITLE PAGE.NO

1. INTRODUCTION 1

2. OBJECTIVES 2

3. SCOPE OF THE STUDY 3

4. LIMITATIONS OF THE STUDY 4

5. COMPANY PROFILE 56. REVIEW OF LITERATURE 17

7. RESEARCH METHODOLOGY 24

8. DATA ANALYSIS AND INTERPRETATION 27

9. FINDINGS 52

10. SUGGESTIONS 54

11. CONCLUSION 55

12. BIBLIOGRAPHY 56

13. ANNEXURE 57

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LIST OF TABLES

S. No PARTICULARSPAGE

.No

1. The aware of grievance handling procedure 27

2. The feedback about present grievance handling method 28

3. The essential of grievance handling in cultivating good employee relation 29

4. The rating of the company

Respect to individuals 30

Safe work place 31

Open communication 32

Employee recognition 33

5. The employee approach to express their grievance 346. The duration for the response of the employee grievances 35

7. Employees allowed to complain their grievances to higher officials 36

8.Employees are allowed to express their discontentment problems to the top

management

37

9. The duration of top management interaction 38

10. The method for receive complaints from the employees 39

11. Employee grievances are handled confidentially 40

12. The lack of disciplinary action 41

13. The reason for grievance arise 42

14. The qualities needed to the manager 43

15. The way used for control the grievances 44

16. Counseling is an effective way to solve the grievances 45

17. The factors used to frame the grievance procedure 46

18. The most effective method to solve the disputes 47

19. Employees opinion regarding grievance handling procedure 48

20. Employees awareness about legislative aspects 49

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LIST OF CHARTS

S. No PARTICULARS

PAGE

.No1. The aware of grievance handling procedure 27

2. The feedback about present grievance handling method 28

3. The essential of grievance handling in cultivating good employee relation 29

4. The rating of the company

Respect to individuals 30

Safe work place 31

Open communication 32

Employee recognition 33

5. The employee approach to express their grievance 346. The duration for the response of the employee grievances 35

7. Employees allowed to complain their grievances to higher officials 36

8.Employees are allowed to express their discontentment problems to the top

management

37

9. The duration of top management interaction 38

10. The method for receive complaints from the employees 39

11. Employee grievances are handled confidentially 40

12. The lack of disciplinary action 41

13. The reason for grievance arise 42

14. The qualities needed to the manager 43

15. The way used for control the grievances 44

16. Counseling is an effective way to solve the grievances 45

17. The factors used to frame the grievance procedure 46

18. The most effective method to solve the disputes 47

19. Employees opinion regarding grievance handling procedure 48

20. Employees awareness about legislative aspects 49

INTRODUCTION

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Effective grievance-handling procedures are an important feature of many

enterprises. These procedures enable employees, unions and employers to deal with

workplace problems promptly and constructively. Improved communication also

assists in resolving grievances as close to the source as possible.

A grievance is a sign of an employees 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 violating employees rights.

One of the effective ways of minimizing and eliminating the source of

an employees 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.

The National Commission on Labor suggested a Model Grievance Procedure, which

lays down the sequence of steps to be taken whenever a grievance is expressed.

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.

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OBJECTIVES

To analyse the reason for employee grievances arising in the organization.

To study about the various sources of minimizing employee grievances.

To study the role of managers in grievances handling.

To study about the need of the concept grievance handling procedure.

To analyse the effectiveness of current grievance handling system in the

organization.

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SCOPE OF THE STUDY

The study would be of immense help to the company to known the

effectiveness of the implementation of grievance handling procedure.

This study helps to know about the reasons for arising grievances among the

employees.

This study helps to know the different methods for solving grievances.

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LIMITATIONS OF THE STUDY

The result depends upon the status of the employee regarding income,

designation.

The result of the study depends upon the information furnished by the

employees. Hence the information provided by them subjected to personal

bias.

Due to constraint of time only a specific sample size from the entire

population of employees have been calculated for the study.

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BHEL - AN OVER VIEW

BHEL is the Largest Engineering and Manufacturing Enterprise in India in

the energy related / infrastructure sector today. BHEL was established more than 40

years ago. When its first plant was set up in Bhopal ushering in the indigenous Heavy

electrical Equipment Industry in India, a dream which has been more than realized

with a well recognized track record of performance. It has been earning profits

continuously since 1971 72, and achieved a sales turnover of Rs.7286.6 crores with a

Pre-Tax profit of Rs.662.8 crores in 2001 2002.

BHEL caters to core sectors of the Indian Economy viz., Power Generation &

Transmission, Industry, Transportation, Telecommunication, Renewable Energy,

Defence etc,. The wide network of BHELs 14 Manufacturing Divisions, Four Power

Sector Regional Centers over 100 Project sites, Eight service centers and 18 Regional

officers, enables the Company to promptly serve its customers and provide them with

suitable products, systems and services efficiently and at competitive prices.

BHEL has already; attained ISO 9000 Certification for Quality Management and ISO

14001 certification for Environment Management.

CORPORATE PROFILE

Bharat Heavy Electricals Limited is the largest Engineering and

Manufacturing Organization in India. It was established to comprehensive range of

products and services for Hydro Generators, Thermal Power Stations, Nuclear Power

Station and Gas Turbine and Distribution at the initial stage.

To fulfill the objects the following concerns were established.

1. Heavy Electrical Plant - Bhopal (MP) - Aug 1956

2. High Pressure Boiler Plant - Trichy (TN) - May 1965

3. Heavy Power Equipment Plant Hyderabad (AP) - Dec1967

4. Heavy Electrical Equipment Plant - Hardwar (UP) - Jan 1967

5. Boiler Auxiliaries Plant - Ranipet (TN) - Mar 1980

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BHEL is in the field of Steam Generator, Serving the needs of various users,

who are in need of reliable efficient Steam Generators. Modern Steam Generators are

large complex equipment, incorporating the latest advancements in the fields of heat

transfer, material science, electronics and other engineering sciences.

In the international level BHEL is among the Top 10 organizations in the

world production Power Plant Equipment. So far BHEL has secured export orders

from more than 40 countries to the tune of 4898 million rupees. BHELs roll in

emphasizing on optimum utilization of Indian coal divising methods and equipments

with lower energy consumption and working at a diversited minuture of energy. As

on date BHEL has a Corporate Office at New Delhi and has 14 Manufacturing Units,

10 Service Centers are located in different places of the country. BHEL has a

Corporate Profile and has it Liaison Offices in London, Moscow and Site Offices in

Libya, Thailand and Malaysia.

BHEL UNITS & PRODUCT PROFILE:

High Pressure Boiler Plant - Trichy:

Power Boilers, Industrial Boilers, Nuclear Steam Generators and Reactor

Handlers, FBC/ CBFE Boilers, Heat Recovery Steam Generators, Heat

Exchangers, Pressure Vessels, Reaction Columns, Piping Systems, Pipe Fittings,

Gravimetric Feeders, Soot Blowers, Block Valves, Suspension System and Casting

Support System, Thermo Pressed Components and Armored Vehicles for Defense.

Seamless Steel Tube Plant - Trichy :

Seamless Steel Tube, Spiral Fin Welded Tubes.

Boiler Auxiliaries Plant - Ranipet :

Electrostatic Precipitators, Fabric Filters, Airpreheaters, Fans, Wind Electric

Generators, Ash Handling, Coal Handling Equipment, Desalination Plants, Defense

Systems, Gates and Dampers and Logo Frames.

Industrial Valves Plant - Govindwal :

Industrial Valves and Fabrication

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Heavy Electrical Plant - Bhopal:

Steam Turbines, Turbo Generators, Hydrosets, Switch Gear Centroglass,

Rectifiers, Capacitors, Transformers, Motors, HVDC Large Electrical Power Supply

Machines, Industrial Machines and Large Electrical Traction Machines.

Central Foundry Forge Plant - Hardwar:

Heavy Castings and Forgings.

Heavy Power Equipment Plant - Hyderabad :

Power Generator sets, Industrial Turbo sets, Compressors Pumps and Heaters,

Bowl Mills, Heat Exchangers, Oil Rigs, Gas Turbines, Switch

Gear.Electronics Division - Bangalore:

Energy Meters, Water Meters, Control Equipments, Capacitors, Photo Voltaic

Panels, Electronic Private Automatic Branch Exchange.

Electronic Systems Division - Bangalore :

Simulators, Telecommunication Systems and other advance Microprocessor

Based Control Systems.

Electro Porcelan Division - Bangalore :

Insulators and Bushings, Ceramic Liners.

Insulators Plant - Jagadishpur :

Insulators and Bushings.

Component Fabrication plant - Rudrapur :

Solar cells, Solar Lanterns, Chargers and Solar Clocks.

Heavy Electrical Equipment Plant - Hardwar:

Turbo sets, Hydrosets, Electrical Machines, Industrial Control Panels,

Winches, Gas Turbines and Light Aircrafts.

Transformers Plant - Jhansi :

`Transformers, AC Logos, AC EMU, Diesel Shunters.

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MAJOR FUNCTIONS OF BHEL

Power Generation:

Power Generation Sector comprises Thermal, Gas, Hydro and Nuclear Power

Plant Business. As of 31-03-2001, BHEL supplied sets accounts for nearly 67232

MW or 64% of the total installed capacity of 1, 04,917 MW in the country, as against

nil till 1969 1970.

BHEL has proven Turnkey capabilities for executing Power Projects. To

make efficient; use of the High Ash Content Coal available in India, BHEL supplies

circulating Fluidized Bed Combustion Boilers to both Thermal and Combined-Cycle

Power Plants.

The company manufactures 220/235/500 MW Nuclear Turbine Generator sets,

land has commenced production of 500 MW Nuclear Turbine Generator sets.

In all, orders for more than 700 utility of Thermal, Hydro, Gas and Nuclear.

The Power Plant Equipment manufactured by BHEL is based on contemporary

Technology comparable to the world, and is also internationally competitive.

POWER TRANSMISSION & DISTRIBUTION (T & D):

BHEL offers wide-ranging Products and systems for T & D applications,

Products manufactured include Power Transformers, Instrument Transformers, dry

type Transformers, Series and Shunt Reactors, Capacitor, SF Circuit Breakers, Gas

insulated Switch Gear and Insulators. EHV level series have been installed in KSEB,

MSEB and Power Grid Networks. Complete HVDC systems can be delivered by

BHEL.

INDUSTRIES:

BHEL is a major contributor of equipment and systems to industries: Cement,

Sugar, Fertilizer. Refineries, Oil and Gas Petrochemicals and paper. The range of

Systems & Equipment supplied includes: Captive Power Plants, DG Power Plants,

Industrial Steam Turbines, Industrial Boiler and Auxiliaries, Gas Turbines, Pressure

Vessels, Electric Machines, Seamless Steel Tubes, Reactors, Electrostatic

Precipitators, Fabric Filters, Fluidized Bed Combustion Boilers. The company is a

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major producer of Large size Thyristor Devices. BHEL is the only company in India

with the capability to make simulators for Power Plants. The company has

commenced manufacture of large Desalination Plants to help augment the supply of

Drinking Water to people.

TRANSPORTATION:

BHEL is Included in the Development Design, Engineering, Marketing,

Production, Installation Maintenance and after-sales services. The Electric and Diesel

Traction Equipment on Indian Railways are largely Powered by Electric Propulsion

Systems produced by BHEL. The company also undertakes Retrofitting and Over

hauling. BHEL is geared up to Turnkey execution. BHEL is also diversifying in the

area of Port Handling Equipments.

TELECOMMUNICATION:

BHEL also caters to Telecommunication sector by way of small, medium and

large switching systems.

RENEWABLE ENERGY:

Technologies that can be offered by BHEL for exploring Non-Conventional

and Renewable sources of energy include, Wind Electric Generators, Solar Photo

Voltaic systems, Solar Heating Systems and Solar Lanterns.

INTERNATIONAL OPERATIONS:

BHELs products services and projects have been exported to 52 countries

ranging from the United States in the far East. The cumulative capacity of Power

Generating Equipment supplied by BHEL outside India is over 3000 MW. The

company overseas presence include several projects, 150 MW ( ISO ) Gas Turbine to

Germany, utility boilers, open cycle Gas Turbine Power Plant to Malaysia , Turkey

Power Station for Tripoli. Hydro Generator to New Zealand and Hydro Power Plant

to Thailand. BHEL has recently executed major Gas Based Power Projects in Saudi

Arabia and Oman.

For outstanding performance in exports BHEL won the top exporters shield

from EEPC for the year 1994 1995.

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TECHNOLOGY UPGRADATION AND RESEARCH & DEVELOPMENT:

BHEL has upgraded its products and related technologies to contemporary

levels through continued in house efforts and acquisition of technology from leading

engineering organizations in the world viz., Siemens, General Electric, Asian Brown

Boveri and Hitachi etc.,

BHEL corporate R & D center at Hyderabad spread over a 140 acre complex.

Several state of t he art Technologies developed in house have been commercialized

like Fluidized Bed Combustion Boilers, Direct Ignition of Pulverized DIPC etc.,

BHEL has also transferred technologies developed in house including FBC Boilers up

to 15 tons per hour.

HUMAN RESOURCE DEVELOPMENT:

The most prized asset of BHEL is its employees. The Human Resources

Development institute and other HRD centres of the company help in not only

keeping their skills updated and finely honed but also in adding new skills when ever

required.

PARTICIPATION IN THE GLOBAL COMPACT OF THE UNITED

NATIONS:

The Global Compact is partnership between the United Nations. BHEL has

joined the Global Compact of United Nations and has committed to support it, and

set core values enshrined in its nine Principles.

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HISTORY OF BOILER AUXILIARIES PLANT

It was decided to set an Auxiliaries Plant for BHEL. Our Defense Minister

Thiru. R.Venketaraman, Assistant Agriculture Minister Thiru R.V.Swaminathan tried

and got the Plant, i.e., BOILER AUXILIARIES PLANT (BAP) at Ranipet. This plant

was established as the 13th Manufacturing Units of BHEL.

In the year 1980 March, BAP established. In 1982 October Production of Air

Preheater was started on and later on Electrostatic Precipitator was started to

manufacture. Later in the year 1985 it started its manufacturing Fan and on October

5th, 1985 the BAP Ranipet project and its complex was named as Indira Gandhi

Industrial Complex. The Investment that was put on BAP / Ranipet was around Rs.36

crores.

PEOPLE ORIENTATION:

To enable each employee to achieve his potential, improve his capabilities

perceive his role and responsibilities and success of the company. To invest in human

resources continuously and be alive to there needs.

TECHNOLOGY:

To achieve Technology excellence in operations by development of

indigenous technologies and efficient absorption and adoption of imported

Technologies to suit business needs and priorities and provide a competitive

advantage of the company.

IMAGE:

To fulfill the expectations which state holders like Government as Owner,

Employee, Customs and Country at large have from BHEL.

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COMPANY OBJECTIVES:

BUSINESS MISSION:

To maintain a leading position as suppliers of quality equipment systems and

services in the field of conversion, Transmission, Utilization and conservation of

energy for application in the area of Electric Power Transportation Oil and Gas

exploration and Industries. To utilize companys capabilities and resources to expand

business into allied areas and other priority sectors of the economy like Defence,

Communication and Electronics.

GROWTH

To ensure a steady growth by enhancing the competitive edge of BHEL in

existing business, new areas and international operations.

PROFITABILITY:

To provide a reasonable and adequate return on capital employed primarily

through improvements in operation, efficiency, capacity, utilization and productivity

and general adequate internal resources to Finance the Companys Growth.

CUSTOMER FOCUS:

To build a high degree of customer confidence by providing increased value of

his money through international standards of produce quality, performance and

superior customer services.

DEPARTMENT AND THEIR FUNCTIOINS

ENGINEERING:

The engineering department plays a vital role of our Organization. Analysis

tenders floated by customers and give proposals to mastering department. After

release of Work Order by Commercial prepares and issue drawings and other

documents for manufacturing / procurement Release R indent for customer specific

materials sends, materials forecast to material planning for other materials.

Engineering Development Center in BAP / Ranipet as divided in to three sections

according to Product Profile.

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EDC / AIRPREHEATER

The main functions of this department is:

a) Proposal Engineering

b) Product Engineering

c) Field Engineering

d) Research and Development

EDC / FANS


a) Proposal Engineering

b) Product Engineering

c) Field Engineering

d) Research and Development

e) Fan Testing Station.

EDC / AQCS


a) Proposal Engineering and Pre-Contract Review

b) Contract Engineering and Design Controlc) Stress Analysis and Product Engineering.

EVOLUTION OF BAP

Boiler Auxiliaries Plant, the 13th manufacturing unit of BHEL was set up at

Ranipet in March 1980, as a part of the relocation of facilities from Trichy. BAP is

the third phase expansion of BHEL / Trichy where in 4000 MW capacity addition in

the country and enhancement of unit setup to 500 MW were envisaged.

The capacity of BAP (Tonnage) is 57000 tons / year. It includes shop

manufacturing off-loaded items, MSA, Direct to Site items produced items and

Direct dispatch items motors, bolts. Etc.,

Boiler Auxiliaries Plant / Ranipet was started its production activities by

manufacturing of Electrostatic Precipitator (ESP), Airpreheater (APH) and Draft Plant

(Fans) as its main products. After a decade new products like Heat Exchangers,

Desalination Plants, Wind Electric Generators, Dampers louvers, Gates (Hot Air)

were added to the product line. The unit has also manufactured tanks for ISRO,

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GSAT, INSAT-3 and IRS P5 applications. It has capacity to fabricate machine and

assemble Launcher for TRISHUL Missiles, Mine Winder Components are also under

production at Ranipet.

BHEL is committed to Total Quality Management (TQM) system, in line with

CII / EFQM guide lines and improvement action plans are being implemented in

BHEL. BAP / Ranipet is using techniques like, Bench Marking, Six Sigma, Kaizen

etc., The TQM efforts are aimed at improving quality of Products, Customer focus,

timely submission delivery, technology and process upgradation on continuous basis.

The second total quality assessment was carried at during September 99.

ISO 9000 Re-Certification was successfully completed for the second

consecutive time and Surveillance Audit completed with NIL NCRs. In line with

the corporate Environment Management Policy, activities are initiated for ISO 14000

certification. The quality circle movement is re-vitalized and a minimum No. of

circles are active in the limit.

Modernization scheme for the upgradatioin of facilities in BAP is under

implementation at an investment of around 10 Crores. As a part of renovation of the

facilities at BAP, 2 heavy duty machine tools WD 160 horizontal boring and SK 25

vertical boring are being reconditioned, various innovative productivity improvement

equipment have been introduced in the production shops, Computer Aided

Attendance Recording System ( CAARS ) has been installed.

INFRASTRUCTURE OF BAP

The BAP was established with the following facilities.

Office accommodation are provided in 3 main buildings viz., Engineering

building, Administration building and Shop Office building. The P&A Department,

GMs Secretariat, Purchase Department, Accounts Department and Ancillary

Department are accommodated in the administrative building. The Design

Engineering, Informatics Center, Marketing, Commercial, Central Library, Archives,

Technical Services are located in the Engineering Building. Production Supporting

Services, HRDC, Time Office, FMC, Welfare, Erection Services, Safety Engineering

and Stores Department are located nearer to shop.

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The Production shop supported by material preparation shop and Fan Testing

Station. It performs the manufacturing activities. The production shop consists of

7 bays. One bay is allocated for material preparation, one bay is allocated for

machines (F3 bay) and other two are called Feeder bays for the assembly bays

(5 in nos). A1, A2, A3 (Airpreheater bays), F1 and F2 (Fans) bays and F3 bay is the

Machine Shop, which is divided in to light Machine and heavy machine shop.

An Oxygen Plant, Acetylene Plant and Compressor Plant along with a Stores

Complex, consists of Raw Material Stores (RMS) open yards with gantry cranes,

Sub-delivery stores (SD) Consumable, Stores, Inflammable Stores are also available.

ADDITIONAL PRODUCTS

CHIMNEY SHELL

DAMPERS

DUCTS AND DUCTS SUPPORTS

ISRO COMPONENTS

DEFENCE

Being one of the top profit making companies with World, BHEL has attained

such position undoubtedly because of the sustained cooperation and dedicated service

by the 51,000 employees.

Further represents a high energy potential forces which alone can transform

BHEL into Global Player that is expected.

Further the strength of BHEL has always lies in its highly trained and

motivated people.

BHEL as an organization is putting its continuous efforts to keep it in a

leading position in contributing the equipment is required for Power and Industrial

Sector in India and Abroad also BHEL taking more contribution Power to our Nation

indirectly.

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Hope this will continue and BHEL will be global leader in the years to come.

ADVANTAGES OF USING AIR PREHEATERS IN BOILERS

- The efficiency of Boilers is increased for every 20 C drop in flue gas

temperature.

- The efficiency of Boiler increases by 1%.

- Saves as much as 15% of fuel casts.

- Combustion stability due to Hot Air.

- Permitting to burn poor quality Coal.

- Less Fouling due to better combustion.

- Permits faster load variation and fluctuation.

- Hot air can be used for coal drying and transporting the pulverized coal

to burners.

- Reduced flue gas volume leads to size reduction in Air Pollution

Control Equipment.

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REVIEW OF LITERATURE

DEFINITION:

A grievance may be understood as an employee dissatisfaction orfeeling of Personal injustice relating to his or her employment relationship.

The grievances of the employees are related to the Contract, work rule

or regulation, policy or procedure, health and safety regulation, past practice,

changing the Cultural norms unilaterally, individual victimization,wage,bonus etc.

METHODS FOR ACHIEVING RECONCILIATION OF

CONFLICT

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, meditation, compromise and problem solving.

ROLE OF MANAGEMENT IN GRIEVANCE PROCESS:

Managers must be educated about the importance of the Grievance

process and their role in maintaining favorable relations with the union. Effective

grievance handling is an essential part of cultivating good employee relations and

running a fair successful and productive work place.

Positive labour relations are two-way street both sides must give a little

and try to work together relationship building is key to successful labour relations.

PRECAUTIONS AND PRESCRIPTIONS:

The management should take care of the following aspects to develop a

culture of trust and confidence upon the employees.

1. Always ensure that the managers involved in the grievance handling procedures

have a quiet Place to meet with the complainant.

2. Always ensure that managers have adequate time to be devoted to the complainant.

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3. Explain managers role, the policy and the procedures clearly in the grievance

handling procedure.

4. Fully explaining the situation to the employee to eliminate any misunderstanding.

5. Try to let employees present their issues without prejudging or commenting.

6. Do use a positive, friendly way to resolve the crisis than positive step which disturb

the system.

7. Always focus on the subject of the grievance than allied issues.

8. Listen and respond sensitively to any distress exhibited by the employees.

9. Eliminating the source of the irritation or discomfort being complained of.

10. The investigator or decision maker acts impartially, which means they must

exclude themselves if there is any bias or conflict of interest.

11. Try to look upon the problem on different angles for appropriate understanding.

12. Consider all relevant information in the investigation process.

13. Ask the staff member their preferred resolution option although it is important to

make it clear that this may not be possible outcomes.

14. Be aware of the limits of authority of the person who involved in the grievance

handling Procedures.

15. Avoid as far as possible the union involvement in conflict resolution situation

process.

16. Dont horse trade or swap one grievance for another

(Where the union wins one management wins one).

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GUIDELINES FOR GRIEVANCE HANDLING:

The set of guidelines issued by the nodal agency for policy formulation

on grievance handling namely, the department of administrative reforms and public

grievances (DARPG).

ACCESSIBILITY

Grievance handling is decentralized and grievances are settled

independently by each ministry, or department, agency. There is a provision foraccessibility of publicity notified grievance officers to meet the aggrieved persons at

specified times and on specified days of the week. Telephone numbers and contact

addresses of the grievance officers are published. Complaint boxes are placed at or

near the reception desks. Information and facilitation counters have been set up by the

organizations with a large public interface.

SIMPLICITY

The streamlining of complaints-handling is essential and, though an

outline of the governments requirements to assess a grievance is publicized, no strict

proforma for application is laid down. Nodal agencies, like the DAPRG, the

department of Pensions and Pensioners Welfare (DP&PW) and the Directorate of

public grievance (DPG) in the cabinet secretariat facilitate the setting up of grievance

mechanisms by government bodies and monitor the movement and disposal of

individual grievances on a selective basis.

SPEED:

Time limits have to be fixed and notified for Grievance-handling and final

disposal by each organization. The DAPRG has recommended 15 days for

acknowledgement and three months for interim reply or final disposal and reply.

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FAIRNESS

It is not as easy as it sounds, as it requires balancing fairness towards the

complainant with fairness towards the organization and the individual complained

against. Perception of fairness can vary sometimes even in the face of true

impartiality. Transparency on the part of the decision-making and implementing

authority goes a long way towards ensuring fairness.

CONFIDENTIALITY:

It needs to be maintained in all cases, particularly in matters such as

dispute settlement in land-revenue or police cases. With the increasing use of

information technology, provisions for maintaining confidentially are being built into

grievance software too.

A reply to any grievance must cover all points raised and not address the

grievance partially, moreover, if an application is rejected, the reasons for such

rejection must be made explicit. if there is any follow-up action, it must be pursued.

This is not to say that such consideration is to be given to frivolous or frivolous or

fictitious complaints or to those which are persistently repeated, despite a well argued

final reply having been sent. In order to be effective the grievance redress mechanism

should provide specific remedies.

Remedies vary from compensations and refunds to repairs and

replacements, from giving requisite information to tendering an apology.

PURPOSE OF THE GRIEVANCE PROCEDURE

1. Channel conflict into an institutionalized mechanism for peaceful resolution.

2. Facilitate communication between labour and management regarding problems that

arise in a collective bargaining relationship.

3. Enable employees to complain with dignity knowing that there is a system of

appeals leading to an impartial decision maker.

4. Enforce compliance with the terms and conditions negotiated by the parties.

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GRIEVANCE PROCEDURE:

It is one of the method for resolving disputer. All labour agreements

contains some form of grievance procedure. And if the procedure in followed strictly

any dispute can easily be resolved.

CONDITIONS WHICH MAY GIVE RISE TO A GRIEVANCE

ARE:

1. A violation of law.

2. A violation of the intent of the parties an stipulated during contract negotiations.

3. A violation of company rules.

4. A change in working conditions or past company practices.

5. A violation of health and or safety standards.

STAGES OF GRIEVANCE PROCEDURE:

1. FIRST STAGE

The aggrieved employee shall first submit his grievance in writing to

his Sectional Head in the prescribed form. The sectional head should study the

grievance carefully with the least possible delay and the aggrieved employee shouldbe given an opportunity to present his case in person if he request for same. If the

employee so desires he may take the assistance of a co-worker or a union

representative. A written reply shall be given before the end of the fifth working day,

the concerned officer should record reasons for the delay which should be

communicated to the aggrieved employee.

2. SECOND STAGE

Incase the said employee is not satisfied with the reply of the sectional

head, or if the sectional head fails to give a reply within the stipulated time as in first

stage above, he shall be free to register his grievance in writing in the prescribed form

with his departmental head. Departmental head shall, after careful study, give an

opportunity to the concerned person to present his case before him, if the employee

express a desire to be heard in person. The employee may be permitted to take the

assistance of a co-employee or a union representative of his choice at time of personal

hearing. The head of department should give a reply at the end of the fifth working

day from the day of receipt of such complaint.

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3. THIRD STAGE

If the employee is not satisfied with the decision of the Departmental

head are if the later fails to given any decision within the stipulated period, the

employee will be entitled to lodge an appeal to the Divisional head or any other

officer nominated by the management for this purpose. This officer should also

follow the same procedure as prescribed in stages 1 and 2 and a reply should be given

before the end of the tenth working day. If the employee so desires, he may be

permitted to take the assistance of a co-employee of his choice or an office bearer or

executive committee member of the union at the time of personal hearing. If the

aggrieved employee is not satisfied with the decision of the divisional head, he can

refer the case to THE EMPLOYEES UNION within ten days. The union may discuss

the subject if they deem fit, in the periodical management-union meetings which will

be held within one month from the day, such reference is made by the union to the

management.

4. GENERAL

(1) If the employee intends to take his case from one stage to another, he shall do so

before the expiry of five days at stages I and II and 10days at the stage III. If the

employee is not on duty for any reason for any period that period will not be reckoned

for calculating the period.

(2) If the employee has to leave the department during working hours on call from

any officer with reference to the grievance, prior permission of his immediate superior

shall necessarily be obtained.

(3) Officers handling grievances at stages I and II shall associate the concerned

Personnel officer of the division during discussions on the grievance of the

Employees. The officer at stage III shall associate deputy personnel manger in the

discussions and settlements.

(4) Acknowledgement for receipt of grievances including complaint should be given

to the employee at every stage.

(5) The decision given in stages I, II and III in favour of an aggrieved employee will

generally be implemented by the management.

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5. SCHEDULE AND PROCEDURE FOR GRIEVANCE

HANDLING GUIDANCE TO OFFICERS

(1) Try to avoid problems in your department before they cause grievances.

(2) Be a good listener. Even though you feel that the aggrieved worker is wrong,

listen patiently to his complaint. Find out what really is the basis of his

dissatisfaction. Show interest in his problem.

(3) Use a positive, friendly approach.

(4) Have patience, pounding the table and shouting does not settle anything.

(5) Avoid personal consideration. What counts is not who is right, but what is right.

(6) Remember that you and the employee will have to work together, to settle other

issues in future.

(7) Do not get upset or resort to threats. If you and the employee do not come to an

agreement, there are further steps to settle the issue.

(8) Appeal to the managements interest. It is in their interest also, to have grievances

settled satisfactorily and to keep the morale high.

(9) Settle each grievance on its merit. Do not give up one grievances case in order to

get a favourable decision in another.

(10) Remember that the management too has its rights, that both the workers and the

management must live upto the terms of agreement.

(11) Keep the aggrieved worker constantly informed as to what is being done about

his grievance.

(12) Permit the employee to correct his mistake without loss of face or dignity.Present the facts and give the employee time to consider your arguments. An

objective decision shall be taken on the facts and circumstances of the case within the

framework of rules and regulations of the company.

(13) After a decision has been reached on a grievance by the management and the

concerned employee, ensure that the decision is carried out expeditiously.

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1.7 RESEARCH METHODOLOGY

The research design is primarily descriptive and it follows analytical

approach in bringing out the solution for the problem and is purely the framework or

plan for a study that guides the collection and the analysis of the data. It may be

worthwhile to mention here that a research design is essentially the framework for the

study, which ensures that.

The study will be relevant to the subjects and the topics discussed.

The data collected will be accurate.

DESCRIPTIVE RESEARCH DESIGN:

Descriptive research design is used to find solution for research problems. It is

rigid or formal. Descriptive study provides clear specification for who, what, when,

where, why and how aspects of the research. It also involves more specific hypothesis

and testing of them through statistical inference techniques. Two basic types of

research design used in descriptive research are case research design and statistical

research design.

RESEARCH METHODOLOGY

KEY ISSUES OPTION SELECTED

Data source Primary and secondary data

Research approach Interview survey

Instrument Questionnaire

Contact method Personal contact

DATA COLLECTION:

The work does not end by framing the design. It is necessary to acquire

various details. The collected information is aimed at getting a truthful and clear

result. The result can be further analyzed selection of best possible method for

collecting data becomes very vital for this type of study.

The two types of data used for the purpose and study are

1. Primary data

2. Secondary data

1. PRIMARY DATA:

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The relating study was collected from the staff and executive level in

the company. It was collected through questionnaire method. The other methods

such as observation, indirect oral interview and detailed discussion with the

employees had been conducted for the purpose of data collection.

QUESTIONNAIRE DESIGN:

The questionnaire used for collecting the data is a structured one. It was

a mixture of open ended, closed ended and multiple industry choices. The words used

were simple and helps in avoiding confusion and misunderstanding among the

respondents.

Various questionnaires were avoided in order to make sure that thequestions were arranged in a logical order. So that, the respondents would not find the

questions confusing.

2. SECONDARY DATA

Secondary data are those which have already been collected by some

other agency and which have already been processed. Secondary data for the study

has complies from the reports and official publications of the organizations, whichhave helped in getting and insight present scenario existing in the operation of the

company.

SAMPLING PROCEDURE

KEY ISSUES OPTION SELECTED

Sampling unit Employees

Sampling 50

The first step of research design is used t formulate the objectives of research

plan, which will specify the ways of achieving research objectives. Questionnaire was

used to collect the needed information. The sampling method was convenience

sampling and it is made in such a way freely without any hesitation.

TOOLS USED FOR ANALYSIS:1. Percentage analysis

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2. Chi-square test

3. Weighted average method

The information gathered is analyzed by using the following appropriate tools such as

used

PERCENTAGE ANALYSIS

Percentage refers to a special king of ratio. Percentage is used in making

comparison between two or more series of data. Percentage is used to describe

relationship. Percentage (%) = No. of respondents*100/total respondents

CHI-SQUARE TEST

The objective of chi-square test is to determine whether the real ofsignificant difference exists among the various groups. Chi-square test involves

comparison of observed frequency (Oi) and the expected frequency (Ei) to determine

whether the difference between the two greater than that might occur by change:

The null hypothesis is rejected if the computed value is greater than the

tabulated value.

The null hypothesis is accepted if the computed value is less than the

tabulated value. Formula:

2 = (Oi Ei) ^2/Ei

Oi = OBSERVED FREQUENCY.

Ei = EXPECTED FREQUENCY.

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TableNo.1

The aware of grievance handling procedure

S.No. Particulars

No. of

respondents Percentage (%)1. Yes 38 76

2. No 12 24

Total 50 100

Inference:

From the above table it is inferred that 76% of the respondents are

aware about the grievance handling procedure and 24% are not aware about grievance

handling Procedure.

Chart No.1

36

0

10

20

30

40

50

60

70

80

OPINION OF RESPONDENTS

PERCENTAGEOF

RESPONDENTS

Yes

No


37/69

Table No.2

The feedback about present grievance handling method in organization.

S.No ParticularsNo. of

respondentsPercentage (%)

1. Very Good 8 16

2. Good 16 32

3. Satisfactory 17 34

4. Poor 9 18

Total 50 100

Inference:

From the above table it is inferred that 16% feel present grievance

handling method is very good, 32% feel good, 34% feel satisfactory and 18% feel poor.

Chart No.2

Table No.3

The essential of grievance handling in cultivating good employee relation.

S.No Particulars No. of Percentage (%)

37

0

5

10

15

20

25

30

35

PERCENTAGE

OF

RESP

ONDENTS


Very Good

Good

Satisfactory

Poor


38/69

respondents

1. Strongly agree 14 28

2. Partially agree 13 26

3. Agree 17 34

4. Disagree 6 12

Total 50 100

Inference:

From the above table it is inferred that 28% of the respondents strongly

agreed that the grievance handling is an essential part in cultivating good employee

relation, 26% are partially agreed, 34% are agreed and 12% of the respondents

disagreed.

Chart No.3

Table No.4

The rating of the Company.

Table No.4.1

1.Respect to individuals.

S.No Particulars No. of Percentage (%)

38

0

5

10

15

20

25

30

35

PERCENTAG

OF

RESPONDEN

S

OPINION OF RESPONDEN

Strongly agre

Partially agre

Agree

Disagree


39/69

Respondents

1. Excellent 10 20

2. Good 14 28

3. Average 12 24

4. Poor 14 28

Total 50 100

Inference:

From the above table it is inferred that 20% of the respondents said

excellent to give respect to individuals, 28% said good,24% said average and 28%

said poor.

Chart No.4.1

Table No.4.2

2.Safe work place

S.No Particulars

No. of

respondents Percentage (%)

1. Excellent 7 14

39

0

5

10

15

20

25

30

PERCENTAG

E

OF

RESPONDENTS


ExcellentGood

Average

Poor


40/69

2. Good 17 34

3. Average 16 32

4. Poor 10 20

Total 50 100

Inference:


excellent regarding safety in work place,34% said good,32% said average and 20%

said poor .

Chart No.4.2

Table No.4.3

3. Open communication

40

0

5

10

15

2025

30

35

40


PERCENTAGE

OFR

ESPONDENT

Excellent

Good

Average

Poor


41/69

Inference:


excellent to open communication in the organization.36% said good, 40% said

average and 14% said poor.

Chart No.4.3

41



1. Excellent 5 10

2. Good 18 36

3. Average 20 40

4. Poor 7 14

Total 50 100

0

5

10

15

20

25

30

35

40

PERCENTA

GEOF

RESPOND

ENTS


Excellent

Good

Average

Poor


42/69

Table No.4.4

4. Employee recognition

Inference:


excellent to employee recognition in the organization, 24% said good, 36% said

average and 24% said poor.

Chart No.4.4

Table No.5

42

S.No Particulars

No. of

Respondents Percentage (%)1. Excellent 8 16

2. Good 12 24

3. Average 16 36

4. Poor 12 24

Total 50 100

0

5

10

15

20

25

3035

40

PERCENTAGE

OF

RESPONDENTS


Excellent

Good

Average

Poor


43/69


44/69

The duration for the response of the employee grievances.


RespondentsPercentage (%)

1. Next day 6 122. Two days 10 20

3. More than a week 24 48

4. Never 10 20

Total 50 100

Inference:

From the above table it is inferred that 12% of the respondents felt the

response for their grievances is next day, 20% felt two days, 48% felt more than a

week and 20% felt never.

Chart No.6

Table No.7

44

0

10

20

30

40

50

PERCENTAGEOF

RESPONDENTS


Next day

Two days

More than a week

Never


45/69

Employees allowed to complain their grievances to higher officials.

S.No Particulars

No. of

respondents Percentage (%)

1. Yes 34 68

2. No 16 32

Total 50 100

Inference:


they allowed to complaint their grievances to higher officials and 32% said they are

not allowed.s

Chart No.7

Table No.8

45

0

10

20

30

40

50

60

70

80


PERCENTAGE

OF

RESPONDENTS

Yes

No


46/69

Employees are allowed to express their discontentment problems to the

top Management.

S.No ParticularsNo. Of

respondentsPercentages (%)

1. Yes 28 56

2. No 22 44

Total 50 100

Inference:

From the above table it is inferred that 56% of the respondents

feel free to express their discontentment problems to the top management and 44%

feel not free.

Chart No.8

Table No.9

The duration of top management interaction with the employees

regarding their grievances.

46

010

20

30

40

50

60

PERCENTAGE

OF

R

ESPONDENTS


YES

NO


47/69


respondents

Percentage

(%)

1. RARELY 14 28

2. OFTEN 14 28

3. VERY OFTEN 12 244. NEVER 10 20

TOTAL 50 100

Inference:

From the above table it is inferred that 28% of the respondents saidrarely regarding the top management interactions with employees, 28% said often,

24% said very often and 20% said never.

Chart No.9

Table No.10

The method for receive complaints from the employees.



1. Through word of 20 40

47

0

5

10

15

20

25

30

PERCENTAGEOF

RESPONDENTS


REARLY

OFTEN

VERY OFTEN

NEVER


48/69

mouth

2.Through written

statement16 32

3.Through

feedback14 28

Total 50 100

Inference:

From the above table it is inferred that 40% felt through word of mouth

method is followed to receive complaints, 32% felt through written statement and

28% felt through feedback.

Chart No.10

Table No.11

Employee grievances are handled confidentially



1. Yes 28 56

2. No 22 44

48

0

5

10

15

20

25

3035

40

PERCENTAGE

OF

RESPONDENTS


Through word of mouth

Through written

statement

Through feedback


49/69

Total 50 100

Inference:

From the above table it is inferred that 56% of the respondents feel that

their grievances are handled confidentially and 44% feel it is not handled

confidentially.

Chart No.11

Table No.12

The lack of disciplinary action is a reason for grievance arising among the

employees.



49

0

10

20

30

40

50

60

PER

CENTAGE

OF

RESPONDENTS


Yes

No


50/69


2. Partially agree 12 24

3. Agree 20 40

4. Disagree 10 20

50 100

Inference:


agreed that the lack of disciplinary action is a reason for grievance arising among the

employees, 24% are partially agree, 40% are agreed and 20% of the respondents aredisagreed.

Chart No.12

Table No.13

The reason for grievance arising among the employees.



1. Partiality 12 24

50

0

5

10

15

20

2530

35

40

PERCENTAGE

OF

RESPONDENTS


Strongly agree

Partially agree

Agree

Disagree


51/69

2.Health and Safety

regulation16 32

3.Work rule or

regulation18 36

4. Wage and Bonus 4 8

Total 50 100

Inference:

From the above table it is inferred that 24% of the respondents feel

partiality is the major reason for grievance among the employees, 32% feel health and

safety, 36% feel work rule or regulation and 8% feel wage and bonus.

Chart No.13

51

0

5

10

15

20

25

30

3540

PERCENTAGEOF

RESPONDENTS


Partiality

Health and Safety

regulation

Work rule or regulation

Wage and Bonus


52/69

Table No.14

The qualities needed to the manager for grievance handling



1.Effective

communication14 28

2. Loyal to all 8 16

3.Positive and

friendly approach10 20

4. Above all 18 36Total 50 100

Inference:

From the above table it is inferred that 28% are suggest that effective

communication is needed to the manager for grievance handling, 16% are suggest that

loyal to all , 20% are suggest that positive and friendly approach and 36% are suggest

that above all.

Chart No.14

Table No. 15

52

0

5

10

15

20

2530

35

40

PERCENTAGEO

F

RESPONDENTS


Effective

communication

Loyal to all

Positive and friendly

approach

Above all


53/69

The way used for control the grievances among the employees.



1. Through the union 18 36

2.Through external

persons on the society5 10

3. Through HR person 27 54

4. Through the Court - -

Total 50 100

Inference:

From the above table it is inferred that 54% are said through the union

the grievances among the employees are controlled, 36% are said through the external

persons on the society, 10% are said that through HR person and no one has said

through the court

Chart No.15

Table No.16

53

0

10

20

30

40

50

60

PERCENTAGE

OF

RESPONDENTS


Through the union

Through external

persons on the society

Through HR person


54/69

Counseling is an effective way to solve the employee grievances




2. Partially agree 8 163. Agree 29 58

4. Disagree 0 0

Total 50 100

Inference:


agreed that counseling is an effective way to solve the employee grievances, 16%

partially agreed, 58% agreed.

Chart No.16

Table no.17

The factors used to frame the grievance handling procedures.

S. No ParticularsNo. of


1. Based on past record 18 36

2. Based on status of the 20 40

54

0

10

20

30

40

50

60

PERCENTAGE

OF

RESPONDENTS


Strongly agree

Partially agree

Agree

Disagree


55/69

employee

3.Based on size of the

plant9 18

4.Based on decision

making structure3 6

Total 50 100

Inference:


grievance handling procedure is framed based on past record,40% said based on statusof the employee,6% said based on size of the plant and 6% said based on decision

making structure.

Chart No.17

Table No.18

The most effective method to solve the disputes

S. No ParticularsNo. of


1. Collective bargaining 15 30

55

0

20

40

60

80

100

PERCENTAGE

OF

RESPONDENTS


Based on past record

Based on status of the

employee

Based on size of the plant

Based on decision making

structure

Total


56/69

2. Code of discipline 18 36

3. Grievance procedure 13 26

4. Conciliation 4 8

Total 20 100

Inference:

From the above table it is inferred that 30% of the respondents said that

collective bargaining is the effective method to solve the disputes, 36% said code of

discipline, 26% said grievance procedure, 8% said conciliation.

Chart No.18

Table No.19

Employees opinion regarding the grievances handling in the organization.



1. Yes 35 70

56

0

5

10

15

20

25

30

35

40

PERCENTAGE

OF

RESPO

NDENTS


Collective bargaining

Code of discipline

Grievance procedure

Conciliation


57/69

2. No 15 30

Total 50 100

Inference:

From the above table it is inferred that 70% of the respondents satisfied,

30% are dissatisfied in grievance handling system followed by the management.

Chart No.19

Table No. 20

Employee awareness about legislative aspects of grievances redressal.

S. No ParticularsNo. Of


1. Yes 34 68

2. No 16 32

Total 50 100

57

0

10

20

3040

50

60

70

PERCENTA

GEOF

RESPOND

ENTS


YES

NO


58/69

Inference:

From the above table it is inferred that 68% of the respondents are aware

about legislative aspects of grievances, 32% are not aware.

Chart No.20

58

0

10

20

30

40

50

60

70

PERCEN

TAGE

OF

RESPONDENTS


YESNO


59/69

CHI - SQUARE TEST

Comparison between the employees designation and their suggestions to solve the

disputes.

NULL HYPOTHESIS

H0: There is a no significant relationship between employees designation

and their suggestions to solve the disputes.

ALTERNATIVE HYPOTHESIS

H1: There is a significant relationship between employees designation

and their suggestions to solve the disputes.

COMPARISON TABLE

SUGGESTION/

DESIGNATION

WORKMAN SUPERVISOR EXECUTIVE TOTAL

COLLECTIVEBARGAINING

8 3 3 14

CODE OF

DISCIPLINE

12 3 4 19

GRIEVANCE

PROCEDURE

6 4 3 13

CONCILIATION 2 - 2 4

TOTAL 28 10 12 50

CALCULATIONS

FORMULA USED: (Oi Ei)^2/E

E (8) = 28*14/50 = 7.84 = so we take 7 as E.

E (12) = 28*19/50 = 10.64 = so we take 10 as E.

E (6) = 28*13/ 50= 7.28 = so we take 7 as E.

E (2) = 28*24/50 = 2.24 = so we take 2 as E.

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60/69

E (3) = 10*14/50 = 2.8 = so we take 2 as E.

E (3) = 10*19/ 50= 3.8 = so we take 3 as E.

E (4) = 10*13/50 = 2.6 = so we take 2 as E.

E (3) = 14*12/ 50 = 3.36 = so we take 3 as E.

E (4) = 12*19/ 50 = 4.56 = so we take 4 as E.

E (3) = 13*12/50 = 3.12 = so we take 3 as E.

E (2) = 12*4/ = 0.96 = so we take 1as E.

DEGREE OF FREEDOM:

= (R-1) (C-1)

= (3-1) (4-1)

= 2 * 3 = 6

For 6 degree of freedom and 5% level of significance, the table value is 12.592. The

calculated value is 64.57. Since the calculated value is greater than the table value, Ho

is rejected.

INFERENCE:

There is significant relationship between employee designation and theirsuggestions to solve the disputes.

60

Oi Ei (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2/E

8 7 1 1 0.1423 10 -7 14 1.4

3 7 -4 16 2.285

12 2 10 100 50

3 2 1 1 0.5

4 3 1 1 0.333

6 2 4 16 8

4 3 1 1 0.333

3 4 -1 1 0.25

2 3 -1 1 0.333

- - - - -

2 1 1 1 1

TOTAL 64.57


61/69

FINDINGS

1. It is found that 76% of the respondents are aware about the grievance handling

procedure.

2. It is found that most of the respondents feel satisfactory about the present grievance

handling method in organization.

3. It is found that 34% of the respondents agreed that grievance handling is an

essential part in cultivating good employee relation.

4. It is found that most of the respondents said poor regarding respect given to the

individuals in their organization.

Most of the respondents said good about the safe work place.

Most of the respondents said communication is not good in their organization.

Most of the respondents said employee recognition is not good.

5. It is found that 36% of the respondents are approach union leader to express their

grievance.

6. It is found that 48% of the respondents said the duration for the response of the

employee grievance is more than a week.

7. It is found that 68% of the respondents said they allowed to complaint their

grievance to higher official.

8. It is found that 56% of the respondents feel free to express their discontentment

problems to the top management.

9. It is found that 28% of the respondents said rarely regarding the top management

interactions with employees.

10. It is found that 40% of the respondents felt through word of mouth method is

followed to receive complaints from the employees.

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11. It is found that 56% of the respondents feel that their grievances are handled

confidentially.

12. It is found that 40% of the respondents agreed that the lack of disciplinary action

is a reason for grievance arising among the employees.

13. It is found that 36% of the respondents feel work rule or regulation is the major

reason for grievance arising among the employees.

14. It is found that 36% of the respondents are suggest that the manager needed all the

qualities like effective communication, loyal to all, positive and friendly approach for

grievance handling.

15. It is found that 54% are said through the union the grievances among the

employees are controlled.

16. It is found that 58% 0f the respondents agreed that the counseling is an effective

way to solve the employee grievances.

17. It is found that 40% of the respondents said grievance handling procedure is

framed based on status of the employee.

18. It is found that 36% of the respondents feel code of discipline is the most effective

method to solve the disputes.

19. It is found that 70% of the respondents satisfied in grievance handling system

followed by the management.

20. It is found that 68% of the respondents are aware about legislative aspects of

grievances.

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SUGGESTIONS

It is suggested that the management has to conduct meetings weekly/monthly

with each department head so as to discuss the grievances of the employees

and find out some measures.

It is suggested that the organization has to providing individual copies during

induction should make the grievance procedure known to all employees or

providing access via the organizations intranet.

The organization can give counseling to the employees to identify their

grievances and solve their problem in a better manner.

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CONCLUSION

The entire study started with a gaining through knowledge about the grievance

handling system in BHARAT HEAVY ELECTRICALS LIMITED.

A research was conducted to evaluate the effectiveness of grievance handling

system in BHEL using a self administrated questionnaire and various statistical tool toanalyse the various responses received.

The study also suggested BHEL to have meetings weekly/monthly with each

department head so as to discuss the grievances of the employees and find out some

measures.

A study was duration of 30 days. Employees were directly interviewed by

questionnaire through survey method. I gave finding and suggestion on the basis of

objectives of the study. The study was tried to analyse effectiveness of grievance

study have been attained.

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BIBLIOGRAPHY

NAME OF THE BOOK AUTHOR

1. HUMAN RESOURCE MANAGEMENT

DEVELOPMENT P.C. THIPATHI

2. HUMAN RESOURCE AND PERSONEL

MANAGEMENT A. ASWATHAPPA

WEB SITE

WWW.IMPACT1976.COM

www.mapng.org/library/training-development/gdlns.htm

www.authenticityconsulting.com/pubs.htm

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QUESTIONNAIRE

NAME (option) :

EDUCATION : SSLC / HSC / ITI / DIPLOMA

DEPARTMENT : TECHNICAL / NON TECHNICAL

AGE :

GENDER : MALE / FEMALE

MARITAL STATUS : MARRIED / UNMARRIED / WIDOW / SEPARATE

EXPERIENCE : < 10 / 11-20 / 21-30 / 30>

DESIGNATION : WORKMAN / SUPERVISOR / EXECUTIVE

1. Are you aware of the grievance handling procedure?

1. Yes ( )

2. No ( )

2. What is your feedback about the present grievance handling method in your

organization?

1. Very good ( )

2. Good ( )

3. Satisfactory ( )

4. Poor ( )

3. Do you agree that the grievance handling is an essential part of cultivating good

Employee relation?

1. Strongly agree ( )

2. Partially agree ( )

3. Agree ( )

4. Disagree ( )

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4. How do you rate your company?

In providing

Particulars Excellent Good Average Poor

Respect to individuals

Safe work place

Open communication

Employee recognition

5. Whom do you approach to express your grievances?

1. Manager ( )

2. Supervisor ( )

3. Union leader ( )

4. Any other specify

6. How fast is the response for your grievances?

1. Next day ( )

2. Two days ( )

3. More than a week ( )4. Never ( )

7. Are you allowed to complain your grievances to higher officials?

1. Yes ( )

2. No ( )

8. Are you free to express your discontentment problems or frustrations to the top

management?

1. Yes ( )

2. No ( )

9. How often the top management interact with you regarding redressal of grievances?

1. Rarely ( )

2. Often ( )

3. Very often ( )

4. Never ( )

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10. What is the method followed by the organization to receive complaints from the

Employees?

1. Through word of mouth ( )

2. Through written statement ( )

3. Through feed back ( )

11. Is your grievances handled confidentially?

1. Yes ( )

2. No ( )

12. Do you agree that lack of disciplinary action in the organization is a reason for

Grievance arising among the employees?



3. Agree ( )

4. Disagree ( )

13. What is the major reason for grievance arising among the employees?

1. Partiality ( )

2. Health and Safety regulation ( )

3. Work rule or regulation ( )

4. Wage, bonus ( )

14. What are the qualities the manager should have in grievance handling?

1. Effective communication ( )

2. Loyal to all ( )

3. Positive and friendly approach ( )

4. Above all ( )

15. How the grievance among the employee is controlled?

1. Through the Union ( )

2. Through external persons on the society ( )

3. Through HR person ( )4. Through the court ( )

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16. Do you agree that counseling is an effective way to solve the employee

grievances?



3. Agree ( )

4. Disagree ( )

17. How the grievance handling procedure is framed in your organization?

1. Based on past record ( )

2. Based on status of the employee ( )

3. Based on size of the Plant ( )

4. Based on decision making structures ( )

18. What is the most effective method to solve the disputes?

1. Collective bargaining ( )

2. Code of discipline ( )

3. Grievance procedure ( )

4. Conciliation ( )

19. Do you feel that the grievances among the employee in your organization are

handled effectively?

1. Yes ( )

2. No ( )

20. Are you aware of the legislative aspects of grievance redressal?

1. Yes ( )

2. No ( )

Documents

Grievaance handling system