training report on employee grievance
TRANSCRIPT
Summer Training Report
On Employee Grievance of:
National hydroelectric power corporation ltd.
(A Govt. of India Enterprise)
Corporate Office
NHPC Office Complex,
Sector-33, Faridabad-
121003 (Haryana)
Parbati hydroelectric project stage – II
Parbati complex, Nagwain, distt. Mandi (H.P.)
Pin-175121
TEL.: 01905-280144, 01905-280146
Submitted To:
Shoolini institute of life science and business
management solan (SILB).
This report is to be submitted for the partial fulfillment of the
requirement for the award of the degree of MBA program for
the session (2009-2011) under Himachal Pradesh University.
PLACE: AJAY KUMAR BHARDWAJ
DATE: MBA 3RD SEMESTER
DECLARATION
I, Ajay Kumar Bhardwaj declare that the report is totally free from
bias and the material used in the report has neither been copied nor
reproduced from any readymade material, the data provided in the
report is correct to the best of my knowledge and belief.
AJAY KUMAR BHARDWAJ
MBA 3RD SEMESTER
ROLL NO. 1929
ACKNOWLEDGEMENT
The successful completion of training is like a golden feather for any
cap, this project bears the imprint of many people. Firstly I would like
to thank god with whose grace I was able to complete my training.
This report is the outcome of “industrial
training” which I undergone at “NHPC” it include the introduction,
function and performance of the company.
I would like to thank my institute for
providing me such a great opportunity for learning the real
professional setup. Having worked with Parbati-II NHPC ltd.,
Nagwain was a wonderful experience for me. I am extremely grateful to
officials in the organization for providing their valuable guidance. Mr. Anurag
Bhardwaj (Sr. manager HR), Mr. Ashok Dhanwal (Ass. Manager HR) &
Miss Dolly Singh (officer PR). Along with this also my earnest thanks to all
the staff members in the department for their guidance and enriching my
thoughts in this field from different perspectives.
Last but not the least; I would like to thank my family and friends for extending
their continuous support.
AJAY KUMAR BHARDWAJ
MBA 3RD SEMESTER
CONTENTS:-
DESCRIPTION…………………………………………….
Declaration&
Acknowledgement……………………………………..............
INTRODUCTION OF THE
ORGANIZATION……………………………………….. (1)
Corporate vision…
Corporate mission…
Net profit....
Power generation.....
Projects under
Construction…..
Projects under govt.Clearance……
XI plan projects…...
Joint ventures…..
Objectives…
Commitments.
Corporate social
Responsibility….
Highlights during
2009-2010…..
MANAGEMENTS OF GRIEVANCE………………………(15)
Introduction & meaning…..
Definitions…..
Features of grievance…..
Forms of grievance…..
Causes of grievance…..
GRIEVANCE HANDLING…………………………………… (18)
Needs…...
Importance…..
Steps…..
Machinery for redressal….
Discovery of grievance….
Essential of handling……
Handling procedure.....
GRIEVANCE POLICY & PROCEDURE ACCORDING TO
NHPC……………………………………………………….. (30)
Objectives…..
Scopes…..
Redressal mechanism……
Complaint handling procedure…..
CONCLUSION……………………………………… (32)
SUGGESTION…………………………………………… (32)
REFRENCES……………………………………….. (35)
BIBLIOGRAPHY………………………………….. (36)
Board of Directors
Shri. S.K. GargChairman & Managing Director
Director (Finance) Director (Technical) Director (Projects)
Shri Javant Kawale Ms.Komal AnandShri R.S.Mina Joint Secretary (Hydel), MOP Non-official part timeDirectorDirector (Personnel)
Shri A.K.Mago Shri Raman Sidhu Shri R.JevaseelanNon-official part time Director Non-official part time Director
INTRODUCTION OF THE ORGANIZATION:
NHPC firmly known as national hydroelectric power corporation limited was incorporated in 1975 is a schedule ‘A’ enterprise of the Government of India with an authorized share capital of Rs. 15,000 crore. Its market cap. Is of Rs. 36,000 crore with an investment base of Rs. 37,000 crore and worth of Rs. 23,600 crore. It is ranked as a premier organization in the country for the development of hydro power. It has been accredited with Mini Ratna category-I status by govt. of India. It is supplying the much needed peaking power especially to the northen and eastern parts of the country.
Recognized with ISO - 9001: 2000 & ISO 14001:
2004 certificates for the quality system and environment concerns, it is a multi-
disciplinary organization and has acquired sufficient expertise and state-of-the-
art technology for the investigation, planning, designing, and executing both
large and small hydro power projects.
It is now a listed company on NSE & BSE w.e.f. 01-
09-2009.
CORPORATE VISION:
A world class, diversified and transnational organization for sustainable
development of hydro power and water resources with strong
environment conscience.
CORPORATE MISSION:
To achieve international standards of excellence in all aspects of hydro
power and diversified business
To execute and operate projects in a cost effective, environment friendly
and socio-economically responsive manner
To foster competent trained and multi-disciplinary human capital
To continually develop state-of-the-art technologies through innovative
R&D and adopt best practices.
To adopt the best practices of corporate governance and institutionalize
value based management for a strong corporate identity
To maximize creation of wealth through generation of internal funds and
effective management of resources
NET PROFIT:
For the year 2009-2010 the profit after tax of the organization is of Rs. 2,090.50
crore which is 94.43% higher than the profit after tax of Rs. 1,075.22 crore of
the year 2008-2009. Sales turn over for the financial year 2008-2009 is Rs.
4,218.98 crore which is 57.90% higher than the last year turnover of Rs.
2,671.85 crore.
POWER GENERATION:
Currently it is operating 13 hydro power stations with the
total aggregate capacity of 5175mw which includes 1000mw Indira sagar
projects and 520mw omkareshwar project through NHDC limited a subsidiary
joint venture of NHPC with the govt. of MP. It is generating 16960mw from its
own power stations against the target of 16381mw for very good MoU rating
despite of weak monsoon during the year. The OPS of the company achieved
plant availability factor of 84.1% against the MoU target of 79.89% for
excellent rating. The main power stations those have achieved higher generation
than the targets are Tanakpur, Chamera-I, Uri, Dhauliganga, Dul hasti and
Teesta-v.
PROJECTS UNDER CONSTRUCTION:
11 projects having capacity of 4622mw are under active
construction with the commissioning of these projects, it would become a
9500nw company likely by 2013.
PROJECTS UNDER GOVT. CLEARENCE:
It is actively pursuing clearances from govt. of India for
several hydro projects having capacity of 9631mw, out of these, seven projects
with the capacity of 5965mw are planned to be implemented by NHPC on its
own and rest are planned for implementation through joint venture route i.e.
Loktak downstream of 66mw with govt. Manipur, another three projects with
aggregate capacity of about 2100mw in J & K with govt. of J & K and
1500mw, Tiapimukh project in Manipur with SJVN limited and govt. of
Manipur.
XI PLAN PROJECTS:
It has planned to add 5322mw during the XI plan period i.e.
(4292mw from NHPC projects on 1030mw by NHDC, a joint venture with MP
govt. so far it has added 1030mw in which 510mw from Teesta v power station
in Sikkim and 520mw from Omkareshwar projects of NHDC in MP).
JOINT VENTURE:
With “Loktak downstream hydro electric corporation ltd. With a share
holding of 74% by NHPC and 26% by govt. of Manipur.
With SJVN ltd. And govt. of Manipur for formation of a joint venture
company for implementation of the 1500mw Tipaimukh hydroelectric
project in Manipur with a share holding of 69%, 26% and 5%
respectively. The project with an estimated cost of Rs. 8,139 crore in
September 2008 and would annually generate 3806mu’s of power and
scheduled to be completed in a project of 87 months.
It is also looking for the joint venture with JKSPDC and PTC for
executing 1000mw Pakaldul and two other hydroelectric projects with the
capacity of about 2100mw in Chenab river basin in J & K.
OBJECTIVES:
To harness the vast hydro potential of the country along with wind and
tidal
Power in all aspects to produce cheap, pollution free and inexhaustible
power
To play a significant role in the integrated and efficient development of
Hydroelectric power in the central sector covering all aspects –
investigation, planning, design, construction, operation and maintenance.
To generate sufficient internal resources for short term and long term
Financing for expansion of existing and setting up of new projects.
To formulate strategic long term corporate plans to achieve desired
growth
of activities of the corporation, commensurate with national objectives.
To continue efforts to maximize output and generation at the least
Economic cost.
To complete all on-going projects without any time and cost overruns.
To achieve suitable organizational development through effective human
resources development.
COMMITMENTS:
Promote excellence in generation of quality power
Maintain international quality standard.
Maintain international environmental management system.
Promote optimum utilization of natural resources and sustainable
development.
Develop human resources through training.
Ensure optimum gestation period for project development and
maintaining harmony with nature.
Socially responsible Corporate Citizen.
Introduce latest technology in power sectors through R&D to improve
productivity.
Ensure transparency in quality policy and citizen’s charter.
Promote the need to meet customer requirements and regulatory statutory
requirements.
Ensure that service quality objectives & complaints handling objectives
are established.
CORPORATE SOCIAL RESPONSIBILITY:
NHPC with its continued commitment towards
corporate social responsibility and ethical behavior, has contributed to the
economic development and improving the quality of life of internal as well as
external stakeholders and the society at large. PHEP-II has undertaken a number
of CSR-CD initiatives in the areas of health, education, peripheral development,
sports & culture, developments of employments opportunities, preservations of
nature etc.
Various other initiatives has also been undertaken
like creation of herbal perks with medicinal value large scale a forestation,
catchment area treatment, fisheries management, vocational training
programmes, medical camps, development of infrastructural facilities etc. More
importantly the project empowers numbers of rural poor in the surroundings
communities through vocational training programmes, promoting local sports
and festivals etc. by sponsoring them, which have led to large scale socio-
economic development in the vicinity of the projects sites.
Environment clearance for Pārbati H.E. Project’s
stage-II was accorded by ministry of environment and forest, govt. of India
during June 2001 on the basis environment impact assessment report and
environment management plan prepared by the center for interdisciplinary
studies of mountain and hill environment, Delhi University. Total 145. 6207 ha
forest land has been diverted by the MOEF (ministry of environment & forest)
in favor of the project. The environment management plan aims to address the
following aspects:
a) Conservation and habitat improvement:
1. Conservation of flora and fauna
2. Conservation of endangered species in H.P.
b) Catchment area treatment plan
c) Relocation and rehabilitation of dumping material
d) Provision of free fuel for the laborers
e) Public health delivery system
f) Landscaping and restoration of construction areas
g) Green belt development around the reservoir periphery
h) Fisheries development
i) Economic rehabilitation plan
Details of respective community development programmes initiated
under various heads, at the projects in the year 2009-2010 are as
follow:
EDUCATION:
Welfare camp at govt. high school, Thela (near Garsa work site) wherein
school bags, stationary, eatables etc. were distributed amongst 30 needy
children in association with NGO – SAHEVA.
Distributed school uniform, woolens, school bags, stationary, taat-darries
etc. for 42 poor children of govt. primary school, Tikkar village near to
the Nagwain complex, and several other schools located around the
various dam site of the project.
HEALTH:
Free medical camp at village railla (in sainj area) wherein free health
check-up done and necessary medicines provided free of cost to poor
masses in the association with NGO – ladies welfare association, which
benefited 213 (men, women and children) villagers.
Free medical and eye check-up camp at village Barshaini (near dam site)
was organized which benefited 260 villagers.
HIGHLIGHTS DURING 2009 – 2010:
Launched IPO in August 2009 which was oversubscribed by almost 24
times with bid of more than Rs. 1,40,000 crore and more than 13 lakhs
applications.
Listed in NSE & BSE in September 1st 2009.
Shri Sushil Kumar Shinde, hon’ble union minister of power dedicated the
520mw Omkareshwar hydroelectric project NHPC.
Signed agreement with royal govt. of Buthan for prepration of DPR of
chamkharchhu – I (670mw) and Kuri – Gongri (1800mw) hydroelectric
projects.
Signed agreement for taking up additional investigations and preparation
of updated detailed projects reports for 1200mw Tamanthi hydroelectric
project and 642mw Shwezaye hydroelectric project in Myanmar as
consultancy assignments.
Signed implementation agreement with govt. of Ar. Pradesh for India’s
largest hydroelectric project to 2000mw Subansiri lower project.
Signed MoU with M/S transparency int. India for implementation of
“Integrity pact”.
Received environment clearance for preconstruction activities for teesta –
IV (5299mw) Dibang multipurpose project (3000mw) and Kwar project
(520mw).
Teesta – V power station of NHPC has been successfully validated under
voluntary emission reduction scheme.
98.22% of the employees rating to operation and maintenance of power
station trained during 2009 – 2010 against the MoU target of 95% for
excellent rating.
Electrified 2700 villagers and provided electricity connection to 6 lakhs
BPL families under Rajeev Gandhi Gramin Vidyutikaran Yojana.
MANAGEMENT OF GRIVANCES:
INTRODUCTION AND MEANING:
The human behavior differs from person to person.
Every employee has certain expectations which he thinks must be fulfilled by
the organization he is working in. It is not possible for the management to
satisfy the feelings and ego of all the employees. It is therefore, but natural that
workers have grievances against their immediate supervisor or against the
management as a whole or against the systems and practices which are followed
in the organization.
Grievance is a feeling of discontentment or
dissatisfaction or distress or suffering or grief among the workers. The
dissatisfaction when expressed becomes a complaint and when the
dissatisfaction when expressed becomes a compliment and when the employee
believes that some injustice is being done, it becomes a grievance.
DEFINITIONS:
According to Dale S. Beach, “Grievance is any dissatisfaction or feeling of
injustice in connection with one’s employment situation that is brought to the
attention of management.”
According to Keith Davis, “Grievance is any real or imaginary feeling of
personal injustice which an employee has concerning his employment
relationship.
According to National Commission on Labor, “Complaints affecting one or
more individual workers in respects of wage payments, overtime, leave,
transfer, promotion, seniority, work assignment and discharge constitute
grievances.”
Broadly speaking, grievance is any dissatisfaction,
which an employee may have in regard to his employment situation that
adversely affects the production of the employees.
FEATURES OF GRIEVANCE:
A grievance reflects dissatisfaction or discontent or a feeling of injustice
with any aspect of the organization.
The dissatisfaction can arise out of real or imaginary reasons. The reasons
may be valid or invalid, legitimate or irrational, justifiable or ridiculous.
A grievance arises only when an employee feels that injustice has been
done to him.
The dissatisfaction must arise out of employment and not from personal
or family problems.
The dissatisfaction may be expressed or implied. It may be expressed in
writing or verbally.
The grievance results from perceived non fulfillment of one’s
expectations from the organization.
Grievances, if not redressed in time tend to lower morale and productivity
of employees
FORMS OF GRIEVANCES:
Factual Grievance:- When the legitimate needs of the employees
remains unfulfilled, it gives rise to factual grievance for e.g. a promotion
has been promised to an employee but not given citing various reasons.
Imaginary Grievance: - Sometimes an employee is aggrieved no because
of any valid or legitimate reasons but because of a wrong perception,
wrong attitude or wrong information. Such situation gives rise to
imaginary grievance. Management is not at fault in this situation, but still
the employee has to be satisfied.
Disguised Grievance: - An employee may have dissatisfaction for the
reasons that are not known to him and are not directly related to the
organization. An employee may reach the office with a heavy heart due to
some family pressures and then he will look at everything with a biased
look. If his friend gets a pay rise it may dissatisfy him because o his own
depressed situation. If a new employee gets a new table and chair, he may
not like it. Thus, in this situation he is having grievance just for the sake
of having it.
CAUSES OF GRIEVANCES:
1. Grievances resulted from working conditions:-
Poor physical conditions of work place
Mismatch of workers with the job
Unplanned changes in schedules and procedures
Non-availability of proper tools, machines and equipment
Tight and highly rigid production standards
Failure to maintain proper discipline
Poor relationship with immediate boss
2. Grievances resulted from the management policy:-
Wage rate and method of wage payment
Leave
Overtime
Promotion, Demotion and Discharge
Lack of opportunity for career growth
Lack of role clarity
Penalties imposed for misconduct
Hostility towards trade unions
3. Grievances resulted from personal maladjustment:-
Over ambition
Excessive self esteem
Impractical attitude to life
Poor self esteem
4. Grievances resulted from violations:-
Collective bargaining agreement
Central or State laws
Responsibilities of management
Company rules and regulations
GRIEVANCES HANDLING:
Rising of grievance is very natural in an organization
where thousands of employees works together, but these should be removed as
early as possible for creating good labor management relations and promoting
efficiency. Grievances should not be allowed to accumulate because grievances
will give rise to further grievances. The effect of grievances will be:-
Sense of frustration, disloyalty and non cooperation among workers
Loss of interest in work
Affect on the quality and quantity of output
Indiscipline which may take the form of absenteeism, work to rule,
demonstrations, violence and strikes.
NEED FOR GRIEVANCES HANDLING:
Proper machinery for handling grievances is
very necessary for harmonious industrial relations and for maintaining industrial
peace. The employees do not have sufficient knowledge of the human nature or
of many social forces impinging on them. Sometimes they do not even know
their actual grievances but still feeling dissatisfied they tend to file grievances
about something else. It is, therefore very essential that a systematic procedure
Should be evolved and followed to settle the grievances. Such a procedure is
known as the ‘grievance handling procedure’.
IMPORTANCE OF GRIEVANCE HANDLING:
The benefits of grievance handling may be summed up as follows:
Grievance handling encourages the human problems to be brought out.
Management can learn what the workers think about the policies,
practices and procedures of the company and why they think so. It can
also learn about the dissatisfaction, frustrations, or discontentment in
the workers mind and may try to take corrective action. Management
should carefully study the grievances to determine the real cause
underneath them.
A grievances system gives an opportunity to the workers to express
their feelings, fears, doubts and dissatisfaction. It will help in solving
the problems before they become serious. It is always better to prevent
fire than trying to stop it after it has started. Similarly, if problems are
allowed to accumulate, they will breed problems and ultimately they
will become so great that they may have adequate pressure to blow the
lid off the whole organization. But a good grievance system always
tries to keep the grievances within the bounds and prevent the
development of unwanted pressure.
With the help of an effective grievance system, the management comes
to know about the behavior and attitude of the superior towards their
subordinates. It is reflected by the complaints made by workers against
supervisors.
A good grievance handling system boosts the morale of the people
working in the organization.
Grievance procedure helps to develop a good group culture. Each
group has its own particular way of living together and grievance
system helps to establish and maintain a work culture or way of life.
Managers and supervisors tend to give more care to the human aspects
of their jobs because they know that their actions are subject to
challenge and review in a grievance system.
IMPORTANT STEPS IN GRIEVANCE HANDLING:
As it is discussed earlier that, redressal of
grievance is very important to maintain good labor management relations and
industrial peace. Thus, the management should ensure that the grievances
should be received and settled promptly, so that the workers get the necessary
sense of satisfaction. The following steps should be taken in handling the
grievances:
The nature of grievance should be defined, expressed and described
clearly as early as possible so that wrong complaints may not be
handled.
After the real issue is located, all the relevant facts should be gathered
about the issue. Such facts gathering may involve interviewing and
listening to employees. This will help in finding out how and where the
incidence took place and the circumstances under which it happened.
After gathering the relevant facts the management may get a real picture
of the grievance. Thus, the management should make a list of alternate
solutions.
Before finally announcing the decision, management should gather
additional information for checking tentative solutions to find out the
best one. Past company records or past experience of the executives
may help in this exercise of choosing the final solution.
Next step should be to convey the final decision to the employees
concerned; in very clear and unequivocal terms.
Last step should be the follow up action. It is very essential to know
whether the grievance has been handled satisfactorily or not. Attitudes
of the employees. Must be studied to see whether they are satisfied with
the decision or not.
MACHIENARY FOR REDRESSAL OF GRIEVANCS:
Every organization requires a permanent
procedure for handling employee grievances. In small organizations grievance
procedure may consists of two steps while in big organizations there may be
five or six steps. A typical grievance procedure is shown in the following
diagram:
As shown in the diagram, the aggrieved employee approaches the front line
supervisor first. If the company is unionized, a representative of trade union also
joins the supervisor in handling the grievance. All grievances cannot be settled
in first step, as these may be beyond the authority and competence of the
supervisor. In the next steps the, the middle level manager, generally the
personnel officer, along with a middle level union officer attempt to tackle the
grievance. In the third step, the top management and the top union leaders sit
together to settle grievances involving companywide issues. If the grievance
remains unsettled, it is referred to an outside arbitrator for redressal.
STEP I
STEP II
STEP III
FRONT LINE
SUPERVISION
UNION
REPRESANTATIVE
MIDDLE
MANAGEMENT
MIDDLE LEVEL
UNION LEADER
TOP
MANAGEMENT
TOP UNION
LEADER
AGGREIVED EMPLOYEE
ARBITRATION
THE DISCOVERY OF GRIEVANCES:
The best policy towards grievances is to anticipate
them and take steps to tackle them before these assume dangerous proportions.
Prevention is always better then cures. An ordinary manager tackles grievances
as and when they arise. An excellent manager anticipates and prevents them.
Managers can know and understand grievances with the help of the following
methods:
Observation: A manager can usually observe the behaviors of the
people working under him. Since he is close to the scene of action, he can
always find out unusual behaviors and report promptly. If a particular
employee is not getting alone with other employees, spoiling materials
due to carelessness, disobeying orders, reporting late for work or is
remaining absent, the signals of dissatisfaction are fairly obvious.
Grievance procedure: A systematic grievance procedure is the best
means to highlight employee’s dissatisfaction at various levels. In the
absence of such a procedure, grievances pile up and burst up in the form
of a volcano at a future date. If management fails to induce employees to
express their grievances, unions will take over and emerge as powerful
bargaining representatives.
Exit interview: Most of the leave their current jobs due to
dissatisfactions of one form or the other. An interview of every employee
who quits the organizations can reveal employee grievances. If the
managers try sincerely through an exit interview, he might be able to find
out the real reasons why an employee is leaving the organization. Great
amount of care and empathy is needed for a successful exit interview.
Opinion surveys: Surveys must be conducted periodically to elicit the
opinions of employees regarding the organization and its management.
Groups meetings, periodical interviews with workers and collective
bargaining sessions are also helpful in knowing employee discontent
before it becomes a grievance.
Gripe boxes: A gripe box may be kept at prominent locations in the
factory for lodging anonymous complaints pertaining to any aspect
relating to work. Since the complaint need not reveal his identity, he can
express his feelings of injustice or discontent frankly and without any
fear.
Open door policy: Open door policy is a kind of walk-in-meeting with
the manager where the employee can express his feelings openly about
any work related grievances. The manager can cross check the details of
the complaint through various means at his disposal. This policy is
suitable only in a small organization, because in big organizations top
managers do not have the time to meet a large number of employees
daily. In large organizations, management by walking around might be
preferable to open door policy. In this system, the manager walks through
the employees, observes them and if necessary listens to their problems.
ESSENTIALS OF SUCCESSFUL GRIEVANCE
HANDLING:
Legal sanctity: The grievance procedure should be in conformity with
the prevailing legislation. It should be designed to supplement the
statutory provisions. Where practicable, the procedure can make use of
such machinery as the law might have already provided for.
Acceptability: The grievance procedure should be set up with the
participation of the employees and it should be applicable to all the
organization. In order to be generally acceptable, the procedure must
ensure:-
1) A sense of fair play and justice to the workers
2) Reasonable exercise of authority to managers
3) Reasonable participation to the union.
Unambiguity: Each and every aspect of grievance procedure should be
clear and unambiguous. All employees should know whom to approach
first when they have a grievance, whether the complaint should be
written or oral, etc. the redressing officer should also know the limits
within which he can take the required action.
Simplicity: The grievance handling procedure should be simple and
short. If the procedure is complicated, it may discourage the employees
and they may hesitate to make use of the procedure in case of any
problem.
Promptness: Since delay causes frustration and tempers may rise and
rumors spread around the work, it is essential that grievance should be
dealt speedily and promptly.
Training: In order to ensure effective working of the grievance
procedure, it is necessary that supervisors and the union representatives
should be given training in working of the grievance procedure. All the
policies should be conveyed to the concerned parties. 6. Follow-up: The
personnel department should review the working of the grievance
procedure periodically and necessary changes should be introduced to
make it more effective. This is generally ignored by the organizations. A
regular follow up of the system increase the faith of the people in the
system. Therefore it is necessary that the grievance procedure should be
reviewed whenever it is so required.
Follow up: The working of the grievance procedure should be reviewed
at periodical intervals. Necessary improvements should be made to make
the procedure more effective.
Pigors and Myers are of the view that a grievance redressing officer should
bear the following points in mind while evaluating the success or otherwise
of the grievance redressal procedure.
Was the case handled in such a way that the parties involved in it were
able to identify and agree upon what at stake?
Was the incident closed with a sense of satisfaction on the part of
everyone immediately involved in the original complaints?
Was the case handled in a way in which strengthened the line authority,
especially at the level immediately above that at which dissatisfaction
was first expressed?
Did the solution result in better understanding and a better adjustment
between the supervisor and his subordinate?
As a result of this case, did the understanding spread among others in
the management and in the trade union who were not directly involved
in the original complaint?
Did the solution contribute to the operational efficiency of the
organization?
GRIEVANCE HANDLING PROCEDURE:
Every management should lay down a procedure
for handling the grievances redressed. There is no legislative provision for a
well defined and adequate grievance procedure. The management can adopt any
of the following two procedure of grievance handling:
COMMON PROCEDURE:
Clause 15 of model standing orders
provides that “all complaints arising out of employment shall be submitted to
the manager of the other person specified in this behalf with the right of appeal
to the employer”. The usual, common and informal procedure is first to
approach the immediate supervisor for the grievance and failing to get a
satisfactory answer the second step is to go directly to the departmental head or
personnel relation officer in the personnel department. If the worker is not
satisfied here also he should approach to the top executive, but is very rarely
sorted to.
Some companies provide that if the complaint remains
unsatisfied from the response of the top executive, the grievance should be
referred to the arbitration or joint grievance committee consisting of the
representatives of both the parties. The decision of the committee should be
final.
MODEL GRIEVANCE PEOCEDURE:
The draft model grievance procedure
accepted by the labour conference in 1958 is as follows:
An aggrieved employee shall present his grievance verbally in the
person to the officer designated by the management for this purpose.
The officer shall give the response within 48 hours of the presentation
of the complaint. If the worker is not satisfied with the decision of the
officer or fails to receive the answer within 48 hours, he will present
his grievance to the head of the department.
The head of the department shall give his answer within 3 days or if
action cannot be taken within this period, the reason for delay should
be recorded. If the worker is dissatisfied with the decision of the
department head, he may request that his grievance be forwarded to the
grievance committee.
The grievance committee shall make its recommendations to the
manager within 7 days of the worker’s request. If the decision cannot
be taken within this period, reason should be recorded. Unanimous
decision of the committee shall be implemented by the management. If
there is difference of opinion among the members of the committee,
the matter shall be referred to manger along with the views of the
members and the relevant papers for final decision.
In either case, the final decision of the matter shall be communicated to
the employee within three days from the receipt of the grievance
committee recommendations.
If the worker is not satisfied even with the final decision of the
manager, he may have the right to appeal to the manager for the
revision. In making this appeal, he may take a union official along with
him to facilitate discussion with the management. The management
will communicate the decision within 7 days of workman’s revision
petition.
If the worker is still not satisfied the matter may be referred to the
voluntary arbitration.
Where a worker has taken a grievance for redressal under the grievance
procedure, the formal conciliation machinery shall not intervene till all
steps in the procedure have exhausted. A grievance shall be presumed
to assume the form of a dispute only when the final decision of the top
management is turned down by the worker. The grievance committee
shall consist of 4 to 6 members.
This is the model procedure of grievance
handling. The organization may make the necessary amendments
wherever it thinks proper, in the procedure with the consent of the
workers or trade union.
GRIEVANCE LEGISLATION:
In Indian industry, adequate attention has
not been paid to the settlement of grievances. Legislative frame work
only indirectly deals with the redressal of individual grievances. At
present, there are three legislations dealing with grievances of the
employees working in industries. The industrial employment act, 1946,
requires that every establishment employing 100 or more workers
should frame standing orders. These should contain among other things,
a provision for redressal of grievance of workers against unfair
treatment and wrongful actions by the employer or his agents. The
factories act, 1948 provides for the employment of a welfare officer in
every factory ordinarily employing 500 or more workers. These welfare
officers also look after complaints and grievances of the workers. They
will look after proper implementation of the existing labour legislation.
Besides, individual disputes relating to discharge, dismissal or
retrenchment can be taken up for relief under the industrial disputes act
1947 amended in 1965.
Industrial disputes act 1982 has
provided for the setting up of a grievance settlement committee. Any
employer of any industrial undertaking employing 50 or more workers
is required to provide for a grievance settlement authority for settlement
of industrial dispute connected with an individual worker. Where such a
dispute arises, the worker or the trade union of which he is a member,
may in the manner prescribed, refer the dispute to such authority for
settlement. Any reference so made to authority shall not be referred to
conciliation board, labour court industrial or national court unless it has
been decided and the decision of the authority is not acceptable to one
of the parties to the dispute.
GRIEVANCE POLICY AND PROCEDURE
ACCORDING TO NHPC:
OBJECTIVE:
Essentially, the Grievance Procedure is a multi-level mechanism
for settlement of Grievances at various levels. The attempt is to settle the
Grievances at the lowest level of the organization in the interest of its
expeditious disposal.
SCOPE:
Grievance is and would mean a representation by an employee in
respect of:
Wage Payment,
Increment,
Recovery of dues,
Working condition,
Leave,
Allotment of quarter,
Medical facility,
Seniority,
Transfer,
Promotion etc.
Matters relating to collective bargaining such as
wages, allowances, bonus, hours of work and other benefits etc. and also cases
of grievance arising out of discharge and dismissal will be outside the purview
of the grievance procedure. This procedure will apply to all employees of the
Corporation (including Projects /Units under its administrative control), who are
covered under Industrial Employment (Standing Orders) Act, 1946.
This Grievance Authority will also function as Public Grievances
Redressal Machinery.
GRIEVANCES REDRESSAL MECHANISM OF NHPC:
Grievance authority comprises of following senior officers:-
1) Shri Kamal Kapoor, ED (O&M) - Chairman 0129-2275271
2) Shri A.B.Agrawal, ED (HR) - Member Secretary 0129- 2277165
3) Shri R.K.Taneja, ED (Finance) - Member - 0129-2271405
Every Wednesday of the week is observed as
a meeting less day in corporate office. 2 1/2 hours (1430 hrs to l700 hrs.) on this
day is set apart for Grievance Redressal when all Divisional Heads of the level
of General Manager / Chief Engineer remain in their offices and receive and
hear public Grievances.
In case of SEVOTTAM, the public Grievance Officer shall
be the Nodal Officer at the apex level and his details are as
follows:
Sh. Nain Singh,
Executive Director (Design E&M and QA&I)
NHPC Complex, Sector -33, Fardidabad-121003
Contact No. 0129-2277523.
COMPLAINT HANDLING PROCEDURE:
The complaints shall be processed as per SQMS Procedure document no.
NHPC- SQMSP, Section 2.11.
CONCLUSION:
This project provide me a ample of opportunity to know
and understand the importance of the handling and redressal of the grievances
of the employees in an organization, after doing a throw study about the tools
and techniques related to the grievance and its handling I concluded that:-
To a great extends the aggravation of industrial problems
depends on manager's approaches and attitude in effective handling of
employees grievances. Care should be taken in the way managers approaches
the problem and perceiving the pros and cons of the situation. The conflict
management approaches include the win-win strategy that help in the healthy
organizational practices and which reflects the strong organizational culture.
The co-operation from both parties is the pre-requisite to handle the problem
and effective settlement of the grievances. Conscious use of professional self
can help managers in the conflict handling situations grievance redressal
process.
SUGGESTION:
BE ACCESSIBLE:
As a business owner, you will always be seen as the
boss. This means your employees will not think of you as a friend. Most
professionals agree this is actually a good thing, because you should maintain a
level of distance between yourself and the rest of your employees in order to
gain respect. However, making the gap too big can actually decrease employee
morale. Instead, you should seek the balance between being a boss and being an
accessible manager. This means coming out of your office and walking around
the workplace. Make connections with your employees when you see the
opportunity to do so. It is easy to want to handle all communications by email or
online messages with today's technology, but face-to-face contact will make you
a more accessible figure around the office. Share in your employee's
accomplishments at work and at home by simply asking them how they are
doing. You will find employees are more likely to be honest with you on the big
issues if they connect with you on small issues.
CREATE A SYSTEM FOR COMPLAINTS:
Employees need to know the proper way to air
grievances. If not, they will air them to whoever will listen. This form of
complaining, through gossip or spreading bad news, will not help the morale in
your office. Instead of tolerating this, ask your employees to address grievances
directly through the system you have established. This system may create
liaisons in the office who can be trusted to handle the issue discretely. Often,
this is the human resource department in large offices. You may not have a
dedicated human resource department, but you can still select employees you
feel would be well-suited for the confidentiality required in this type of role.
Department managers often serve as stand-in human resources representatives
for their respective employees.
ALLOW EMPLOYEES TO TAKE OWNERSHIP:
Successful business owners realize that most
employee grievances can be resolved by empowering the employee to make the
necessary change. For example, if an employee is having a problem with the
current system of vacation requests, ask the employee for suggestions on how to
change the system. You may find your low-level employees, who are the ones
dealing with the policies you create, have a better suggestion than the managers
who are not subject to the same policies. Many companies form task forces to
deal with the most common grievances. This is particularly important in a bad
economy. Some small business managers ask employees for suggestions on
how to cut expenses and become more productive instead of laying people off.
If you must put a hiring freeze or a pay freeze in place, allow your employees to
talk about the concerns they have with the decision. You may find their
concerns are different from those you anticipated. Ask them for suggestions on
how to improve the situation.
DOCUMENT GRIEVANCES IN WRITING:
Handling grievances is important, but you cannot give
into every single grievance or request that is made of you. This is particularly
true when employees ask for raises in an economic recession. Sometimes, the
profits just do not allow for the standard salary increases. Honesty is a good
policy here, but you should also be looking out for the way your honest words
could be misconstrued or used against you. Always document serious
grievances in writing, whether they are financial or not. Once you have
discussed the issue with an employee, have that person sign a document stating
the situation was addressed to his or her satisfaction. This may seem excessive,
but you will be thankful if you ever face a lawsuit with a disgruntled current or
former employee. These files will be the only way you can prove in court that
you are telling the story correctly.
REFERENCES:-
Bemmels, B., & Janice, F.R. (1996). Grievance Procedure Research: A Review
and Theoretical Recommendations.
Journal of Management, 22(3), 359-385.
Bemmels, B., & Resyef, Y. (1991). The Roles of Supervisors, Employees and
Stewards in Grievance Initiation.
Industrial & Labor Relations Review, 45 (1), 15-31.
Blake, R.R., & Mouton, J.S., 1968. Corporate Excellent Through Grid
Organization Developmen, Houston, Texas:
Gulf Publishing Company.
Chaykowski, R.P., & Slotsve, G.A. (1992). A Simultaneous Analysis of
Grievance Activity and Outcome Decisions.
Industrial & Labor Relations Review, 45(4), 724-738.
BIBLIOGRAPHY:
WWW.Wikipedia.com
www.tutorial.com
www.intranet.com