SUMMER INTERNSHIP PROJECT REPORT ON

INDUSTRIAL RELATIONS: GRIEVANCE MANAGEMENT

AT

BHARAT COKING COAL LIMITED

(A subsidiary of Coal India Limited)

Submitted in partial fulfilment of the requirements for

MASTER OF BUSINESS ADMINISTRATION

IIT(ISM) DHANBAD

Supervised by: Submitted by:

Sharat Kumar Sinha Aakash Nirmal

Legal Department ADMISSION.NO:17MB000094

BCCL, Dhanbad DMS, IIT(ISM) DHANBAD

1
 PREFACE

Summer internship program is done to gain experience about the

practical application of the theoretical knowledge, which we study in
our institution. Summer internship is a part of curriculum of Master
of Business Administration.

This summer internship program provides a great source of

knowledge and it proves beneficial to the future managers as they
are confronted with the problems of actual work environment during
their training period.

As per the curriculum requirement, I did 6 weeks of training in Bharat

Coking Coal Limited., Dhanbad. The period of internship proved to be
very helpful as it taught me an aspect of the kind of work Industrial
Relations department performs in the organization.

I concentrated my working on the project assigned to me i.e.

Grievance management in B.C.C.L. So a report on my project is being
presented in the following pages.

2
 ACKNOWLEGEMENTS

It gives me great ecstasy of pleasure to convey my deep and sincere

thanks to Mr Sharat Kumar Sinha, Senior Manager, Legal

Department for providing valuable guidance throughout the project

in his busy schedule.

I have great pleasure in expressing my sincere gratitude and hearty

thanks to Mr Niraj Singh, Assistant Manager, P & IR Department for

his cooperation & continuous guidance.

I would like to express my deep gratitude to each person who

assisted me in any form for the completion of this project.

3
 DECLERATION

I hereby declare that this project titled “Grievance Management at

BCCL” is submitted for the partial fulfilment of the course Master of
Business Administration, DMS IIT(ISM DHANBAD. This is my original
work done under the guidance of Mr Sharat Kumar Sinha Senior
Manager. Legal Department, BCCL, Koyla Bhawan, Dhanbad and it has
not been submitted for the award of any other
degree/diploma/fellowship elsewhere in full or part.

Date:

Place:

Signature:

4
 OBJECTIVE OF THE PROJECT

PRIMARY OBJECTIVE

 To study the effectiveness of Grievance handling mechanism & to

study the relationship between Grievance Handling system &
Dispute cases raised.

SECONDARY OBJECTIVE

 To identify whether the employees are aware of the grievance

handling mechanism.
 To identify whether the grievance handling system leads to a
favorable attitude towards the management

 To know the level of satisfaction towards the grievance handling

procedure of the organization

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 TABLE OF CONTENTS
PREFACE

ACKNOWLEDGEMENTS

DECLERATION

OBJECTIVE OF THE PROJECT

S.NO TITLE PAGE NO

1 COMPANY PROFILE 7-27

2 GRIEVANCE MANAGEMENT 28-42

3 DISPUTE SETTLEMENT MACHINERY 43-54

4 GREVANCE MANAGEMENT AT BCCL 55-62

5 DISPUTE SETTLEMENT MACHINERY AT BCCL 63-67

6 RESEARCH METHODOLOGY 68-69

7 DATA ANALYSIS & INTERPRETATION 70-79

8 FINDINGS & CONCLUSION 80-82

9 RECOMMENDATIONS 83-84

10 LIMITATIONS OF STUDY 85-86

BIBLIOGRAPHY

ANNEXURE

6
 1

COMPANY PROFILE

7
 COAL INDIA LIMITED

 COAL INDIA LIMITED is the third largest coal producing company

in the world formed on 21 October 1975 as a holding company
under Ministry of Coal, Government of India.

 Its registered office is located at Premise No-04 MAR, Plot No-

AF-III, Action Area-1A, Newton, Rajarhat, Kolkata-700156.

 It was declared Public Undertaking in November 1975 for

reorganizing the nationalized coalmines and ensuring integrated
development of coal, the prime source of energy.

 Coal India presently contributes 90% of the total coal production

in India.

 It operates through nine subsidiaries: eight producing

companies:
a) Eastern Coalfield Limited (ECL), Sanatoria, WB;
b) Bharat Coking Coal Limited (BCCL);
c) Central Coalfield Limited (CCL), Ranchi Jharkhand;
d) Northern Coalfield Limited (NCL), Singrauli, MP;
e) Western Coalfield Limited (WCL), Nagpur, Maharashtra;
f) Mahanadi Coalfield Limited (MCL), Assam & Meghalaya;
g) South Eastern Coalfield Limited (SECL), Bilaspur; and

8
 h) Coal Mine Planning & Development at Institute Limited
(CMPDIL).
i) Dankuni Coal Companies (DCC) in West Bengal operates
directly under Coal India.

 Coal India currently operates 510 mines (tentatively) and 15

washeries spread over nine states to produce and beneficiate
coal for meeting the demand of the consumers all over the
country.

The range of products: Raw coal ( coking and non-coking), Washed

coal, Middling’s, Soft coke & Hard coke, coal tar, coal gas, coal
chemicals, etc

9
 HISTORY OF CIL

1774 Warren Hasting initiates commercial coal mining at Raniganj ( West

Bengal)

1815- First shaft mine opened at Raniganj

1820

1835 Carr, Tagore & Company takes over Raniganj Coal Mines

1843 Bengal Coal Company takes over Raniganj Coal Mines and others; is
first Stock Coal Company in India

Upto Minimal development; River transportation used to transport coal

1900 to Calcutta; railway lines to Calcutta leads to expansion of coal
production.

Early Capacity at 6 million tonnes per annum

1900s

1955-56 Focus on Coal industry; capacity up to 38.4 million tonnes.

1956 National Coal Development Corporation (NCDC) formed to explore

and expand coal mining in public sector.

1972 Coking Coal Industry Nationalized; Bharat Coking Coal Limited

formed to manage operations of all Coking Coal mines in Jharia
Coalfield.

10
1973 Non-Coking coal Nationalized; Coal Mine Authority Limited set up
to manage these mines; NCDC operations bought under the ambit
of CAML.

1975 Coal India Limited formed as holding company with 5 subsidiaries:

BCCL, CCL, WCL, ECL and CMPDIL.

1985 Northern Coal Limited (NCL) and South Eastern Coalfields Limited
(SECL) carved out of CCL and WCL.

1992 Mahanadi Coalfields Limited (MCL) formed out of SECL to manage

the Talcher and IB Valley Coalfields in Orissa.

2000 De-regulation of Coal pricing and distribution of Coal.

2007 Coal India and four of its subsidiaries NCL, SECL, MCL, WCL, was
accorded coveted “Mini Ratna” status.

2008 Coal India was awarded with ‘Navaratna’ status.

2010 Introduction of Coal India IPO

2011 Coal India Limited (CIL) has been conferred the coveted “Maha
Ratna” status.

11
 BCCL
 Bharat Coking Coal Limited (BCCL) is a subsidiary of Coal India
Limited, which is Public Sector Undertaking, engaged in mining of
coal and allied activities with its headquarters in Dhanbad, India.

 BCCL was incorporated in January, 1972 to operate coking coal

mines (214 Nos) operating in the Jharia & Raniganj Coalfields, taken
over by the Govt. of India on 16th Oct,1971 to ensure planned
development of the scarce coking coal resources in the country.

 The company operates 81 coalmines, which include 40

underground, 18 opencast and 23 mixed mines at April 2010.

 The company also runs six coking coal washeries, 2 non-coking coal
washeries, 1 captive power plant (2 by 10 megawatt), and 5 by-
product coke plants.
 The mines are grouped into 13 areas for administrative purposes.

 BCCL is the major producer of prime coking coal (raw and washed)
in India. Medium coking coal is produced in its mines in Mohuda
and Barakar areas. In addition to production of hard coke, BCCL
operates washeries, sand gathering plants, a network of aerial
ropeway for transport of sand, and coal bed methane based power
plant in Moonidih.BCCL gave an annual coal production of around
40.5 million tonnes in 2017-18. It has manpower of about 46,376 in
April, 2018.
12
CURRENT AREAS OF BCCL

Area No 1 Barora Area

Area No 2 Block II Area

Area No 3 Govindpur Area

Area No 4 Katras Area

Area No 5 Sijua Area

Area No 6 Kusunda Area

Area No 7 Putkee Balihari Area

Area No 8 Western Jharia Area

Area No 9 Bastacolla Area

Area No 10 Lodna Area

Area No 11 Eastern Jharia Area

Area No 12 Chanch Victoria Area

CHD(Central Hospital Dhanbad Washery

Division,Koyla Bhawan)

13
 BCCL HISTORY
 Bharat Coking Coal Limited (BCCL) was incorporated in January
1972 to operate 214 coking coal mines in Jharia and Raniganj
coalfields taken over by the Government of India on 16th
October, 1971 to ensure planned development of the scarce
coking coal reserve in the country.

 The mines were subsequently nationalized in May 1972.

 Nationalization of the non-coking coal mines followed soon after

in May 1973.

 In 1975 Coal Mine Authority Limited was set up to manage these

mines and NCDC operations bought under the ambit of CMAL.

 In November 1975 Coal India Limited (Holding Company) was

incorporated with 5 subsidiaries named as-
a) Bharat Coking Coal Limited (BCCL),
b) Eastern Coalfields Limited (ECL),
c) Central Coalfields Limited (CCL),
d) Western Coalfields Limited (WCL)
e) Central Mine Planning and Design Institute Limited
(CMPDIL).

 In the year 1982 non-coking units located adjacent to coking

mines were also put under the control of BCCL.
14
 BHARAT COKING COAL LIMITED

ORGANISATION STRUCTURE

 Organizational structure is about definition and clarity.

 The various departments and job roles that make up an

organizational structure are part of the plan to ensure the
organization performs its vital tasks and goals.

 Organizational structure encompasses all the roles and types of

jobs within an organization. A complete organizational chart will
show each type of position and how many of these there are at
present

15
AT BOARD LEVEL:

16
DIRECTOR(PERSONNEL)

17
DIRECTOR (TECH). OP

18
DIRECTOR(TECH). P&P

19
DIRECTOR (FINANCE)

20
 FUNCTIONING AND PROCESS

The main function of BCCL is excavation and production of coal. It enjoys the
monopoly in the market because it is the only public sector in India to produce
coking coals.

A. NUMBER OF MINES TAKEN AT THE TIME OF

NATIONALISATION
I. COKING COAL MINES : 214
II. NON COKING MINES : 182

TOTAL : 396

B. REORGANIZED INTO 80 EXISTING UNITS:

I. Purely Underground : 49
II. Purely Opencast : 15
III. Mixed Mines : 16
IV.
C. Mines were currently grouped under 13 areas with mines under
each area varying from 4 to 9 units in operation.

D. Besides BCCL has got appropriate infrastructure for proper

production of coal and selling the product:
I. Washeries : 10
II. By-Product Coke Plant : 4
III. Ropeway for sand wining : 1

21
 PRODUCTION
TREND OF ANNUAL COAL PRODUCTION DURING LAST
10 YEARS
YEAR PRODUCTION(IN MILLION TONNES)

2008-09 25.51

2009-10 27.51

2010-11 29.00

2011-12 30.20

2012-13 31.20

2013-14 32.61

2014-15 34.51

2015-16 35.86

2016-17 37.04

2017-18 40.50

22
 45

40

35

30

25

20

15

10

0
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

With the help of above comparative study we can see that production of coal
has increased, i.e. the graph shows the increasing trend.

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 MANPOWER
Rationalization of manpower has been a major thrust area in BCCL. There is
substantial reduction in manpower during last few years. Roadmap/ Action plan
for gainful development especially in core essential categories has been done
during 2015 by adopting the policy of transfer, promotion, conversion, selection,
training, re-training and development.

For utmost gainful utilization of Manpower, employees from closed mines are
being employed in working mines. Also surplus Manpower of any mine is
transferred to mines having shortage of Manpower.

BCCL MANPOWER
DESCRIPTION MANPOWER MANPOWER MANPOWER

01.04.2015 01.04.2016 01.04.2018

MONTHLY 11478 11123 7832

RATED

DAILY RATED 41651 39200 37442

PIECE RATED 1987 1708 30

TRAINEE 935 1639 1072

TOTAL 56051 53670 46376

24
 Chart Title
60000

50000

40000

30000

20000

10000

0
MONTHLY RATED DAILY RATED PIECE RATED TRAINEE TOTAL

MANPOWER(01.04.2015) MANPOWER(01.04.2016) MANPOWER(01.04.2018)

Comparison chart of manpower from 1.4.2015 to 1.04.2018

From the data and the chart as given above, it can be clearly understood that
there is a declining trend in the total manpower strength of the company. This
declining trend may be due to various reasons such as:

 Retirement
 Resignation
 Medical Unfit
 Death
 Special Voluntary Retirement Scheme

25
 PRODUCT AND SERVICES

1. COKING COAL
These coals, when heated in the absence of air, form coherent beads not
strong enough to be directly fed into the blast furnace. Such coals are blended
with the coking coal in adequate proportion to make coal.

 These have coking properties & used for coke manufacturing

 Mainly used in steel making and metallurgical industries.

2. SEMI COKING COAL

These coals, when heated in the absence of air, form coherent beads not strong
enough to be directly fed into the blast furnace. Such coals are blended with the
coking coal in adequate proportion to make coal.

 These have comparatively less coking properties.

 Mainly used as blend-able coal in steel making, merchant coke
manufacturing and other metallurgical industries.

3. NLW COKING COAL

This coal is not used in metallurgical industries. Also because of higher ash
content this coal is not accepted in washeries. This coal is used for power utilities
and non-core sector customers.

26
4. NON-COKING COAL
 These are coals without coal properties.
 Mainly used as thermal grade coal for power generation.
 Also used for cement, fertilizer, glass, ceramic, paper, chemical and brick
manufacturing and for other heating purposes.

5. WASHED AND BEIFICIATED COAL

These coals have undergone the process of coal washing or coal beneficiation,
resulting in value addition of coal due to reduction in ash percentage.

 Used in manufacturing of hard coke for steel making.

 Beneficiated and washed non-coking coal is used mainly for power
generation.

6. CIL COKE/ LTC COKE

CIL COKE/ LTC COKE are a smokeless, environment friendly product of the
Dankuni Coal Complex, obtained through low temperature carbonization.

 Used in furnaces and kilns of industrial units.

 Also used as domestic fuels by halwais, hotels, etc.

7. MIDDLINGS
These are by-products of three stage coal washing/ beneficiation process, as a
feed raw coal.

 Used for power generation.

 Also used by domestic fuel plants, brick manufacturing units,
cement plants, industrial plants, etc.
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 2

GRIEVANCE
MANAGEMENT

28
 INTRODUCTION
Grievance is any discontent or dissatisfaction that affects organizational
performance. It can be stated or unvoiced, written or oral, legitimate or
ridiculous. If the dissatisfaction of employees’ goes unattended or the
conditions causing it are not corrected, the irritation is likely to increase and lead
to unfavorable attitude towards the management and unhealthy relations in the
organization.

Grievance is always an individual problem but when causes of the grievance

affect several employees of an organization and the problem is taken up by the

union it become a dispute.

A grievance must be related with company, outside source which are beyond

the control of the company do not constitute a grievance for E.g. illness in the

family, quarrel with neighbor and to company.

In fact in case of real grievance ,the dissatisfaction of one employee can be

genuine which may be due to supervisory behavior or the fact that his/her terms

and conditions of employment have been violated or ignore by the

management.

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 DEFINITIONS OF GRIEVANCE

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 justice which an employee

has concerning his employment relationship.”

According to DALE YODER-

“Grievance is a written complaint filed by an employee and claiming unfair

treatment.”

According to NATIONAL COMMISSION ON LABOUR-

“Complaints affecting one or more individual workers in respect of wage

payments, overtime, leave, transfer, promotion, seniority, work assignment and
discharge constitute grievances.”

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 FEATURES OF GRIEVANCE MANAGEMENT

1. Reflects dissatisfaction-A grievance reflects dissatisfaction and discontent

or a feeling injustice.

2. The dissatisfaction must arrive out of employment and not for personal

and family problem.

3. The dissatisfaction may be expressed or implied. Grievance may be

expressed verbally or in writing. Gossiping, jealous argumentation,

careless use of machine, material, poor workmanship, untidy

housekeeping etc. are verbal grievance. Written grievances are often

called complaints.

4. The dissatisfaction may be valid and legitimate or irrational and ridiculous

or false.

5. Grievances have arisen only when on employee’s feels that injustice has

been done to him.

An employee grievance may take any of the following forms-

1) Factual grievance-

When legitimate needs of employees remain unfulfilled, it gives rise to

factual grievance e.g. promotion has been promised to an employee but

not given citing reasons.

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 2) Imaginary grievance-

Sometimes an employee is aggrieved not because of any valid or

legitimate reason but because of a wrong perception, wrong attitude or

wrong information. Such situation gives rise to an imaginary grievance.

Management is not at fault in this situation but still the employee has to

be satisfied.

1) Disguised grievance-

An employee may have dissatisfaction for reasons that are not known to

him and are not directly related to organization. An employee may reach

the office with a heavy heart due to some family pressure and then he will

view at everything with a biased look. For e.g. if his friend get a pay rise it

may dissatisfy him because of his own depressed situation.

Grievance may arise due to the following reason:

1. Grievance Arising out of working condition:

 Poor physical condition on work place.

 Very tight production standards.

 Non availability of proper tools and machines.

 Unplanned changes in schedule and procedure.

32
  Failure to maintain to proper discipline.

 Mismatch of the worker with the job

 Poor relationship with the supervisor.

2. Grievance arising from management policy:

 Wages rates and method of wage payment.

 Overtime and incentive scheme.

 Seniority

 Transfer

 Promotion, demotion and discharge

 Lack of opportunities for career growth

 Penalty imposed for misconduct

 Leave

 Hostility toward trade union.

3. Grievance Arising from alleged violation of:

 The collective bargaining agreement

 Company rules and regulations

 Past practice

 Central and state laws

33
  Responsibilities of management

4. Grievance arising out of personal maladjustment:

 Over ambition

 Excessive self-esteem

 Impractical attitude in life

5.Due to land acquirement, dependends,FVRS

EFFECT OF GRIEVANCE:

EFFECT ON

PRODUCTION EMPLOYEE MANAGER

34
1. Effect on production-

 Low quality of production

 Low quantity of production

 Increase in wastage of material & breakage of machinery

 Increase in the cost of production per unit

2.Effect on employee-

 Increased rate of absenteeism and turnover

 Reduces the level of commitment, sincerity & punctuality

 Increase the incidence of accidents

 Reduce the level of employee morale

3.Effect on manager-

 Strain the superior- subordinate relation

 Increase the indiscipline cases

 Increase in interest and thereby machinery to maintain industrial

peace

35
 WHY DO WE NEED A GRIEVANCE HANDLING PROCEDURE??

Grievances or conflicts are part of industrial / corporate life. It is essential to

bring this conflict to the surface.

Not all conflicts can be eliminated but their exposure will contribute towards
their reduction. Such exposures lead to adjustments and further improved
organizational effectiveness.

Hence, a proper machinery for handling of grievances is necessary for

harmonious industrial relations and for maintaining industrial peace.

The employee do not have sufficient knowledge of the human nature or of the
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 essential that a systematic procedure should be formed and

followed to settle the grievances. Such a procedure is known as ‘Grievance
Handling procedure’.

36
 OBJECTIVE OF GRIEVANCE HANDLING PROCEDURE

1. To enable the employee to air their grievance

2. To clarify the nature of the grievance

3. To investigate the reasons for dissatisfaction

4. To obtain, where possible, a speedy resolution to the problem

5. To take appropriate actions and ensure that promises are kept

6. To inform the employee of their right to take the grievance to the next stage
of the procedure, in the event of an unsuccessful resolution

BENEFITS OF HAVING GRIEVANCE PROCEDURE

1. It encourages employees to raise concerns without fear of reprisal.

2. It provides a fair and speedy means of dealing with complaints.

3. It prevents minor disagreements developing into disputes more serious.

4. It serves as an outlet for employee frustrations and discontents.

5. It saves employer’s time and money as solutions are found for workplace
problems. It helps to build an organizational climate based on openness and
trust.

6. The grievance procedure provides a means for identifying practices,

procedures, and administrative policies that are causing employee complaints
so that changes can be considered.

7. A grievance procedure allows managers to establish a uniform labor policy.

37
8. A grievance system can be a reliable mechanism to learn of, and resolve
employee dissatisfaction. It can produce early settlements to disputes or
provide for correction of contested employment issues.

METHODS OF UNDERSTANDING GRIEVANCES

Grievances can be uncovered in a number of ways. Gossip and grapevine offer

vital clues about employee grievances. Gripe boxes, open door policies periodic
interviews, exit surveys could also be undertaken to uncover the mystery
surrounding grievances. These methods are discussed below:

1)Observation:

A manager/supervisor can usually track the behaviors of people working under

him. If a particular employee is not getting along with people, spoiling materials
due to carelessness or recklessness, showing indifference to commands,
reporting late for work or is remaining absent – the signals are fairly obvious.
Since the supervisor is close to the scene of action, he can always find out such
unusual behaviors and report promptly.

2) Grievance procedure:

A systematic grievance procedure is the best means to highlight employee

dissatisfaction at various levels. Management, to this end, must encourage
employees to use it whenever they have anything to say. In the absence of such
a procedure, grievances pile up and burst up in violent forms at a future date.
By that time things might have taken an ugly shape altogether, impairing cordial
relations between labor and management. If management fails to induce
employees to express their grievances, unions will take over and emerge as
powerful bargaining representatives.

38
3) 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
complainant need not reveal his identity, he can express his feelings of injustice
or discontent frankly and without any fear of victimization.

4) Open door policy:

This is a kind of walk-in-meeting with the manager when the employee can
express his feelings openly about any work-related grievance. The manager can
crosscheck the details of the complaint through various means at his disposal.

5) Exit interview:

Employees usually leave their current jobs due to dissatisfaction or better

prospects outside. If the manager tries sincerely through an exit interview, he
might be able to find out the real reasons why ‘X’ is leaving the organization. To
elicit valuable information, the manager must encourage the employee to give
a correct picture to rectify the mistakes promptly. If the employee is not
providing fearless answers, he may be given a questionnaire to fill up and post
the same after getting all his dues cleared from the organization where he is
currently employed.

6) Opinion surveys:

Surveys may be conducted periodically to elicit the opinions of employees about

the organization and its policies.

39
ESSENTIALS OF GRIEVANCE PROCEDURE
1) Conformity with Prevailing Legislation:
The procedure should be in conformity with the existing law. It should be
designed to supplement the statutory provisions.

In other words, the existing grievance machinery as provided by law must be

made use of. The procedure may be incorporated in the standing orders,or
collective bargaining agreement of the organisation.

(2) Acceptability:

The grievance procedure must be acceptable to all and should, therefore, be

developed with mutual consultation among management, workers and the
union.

(3) Clarity:

There should be clarity regarding each and every aspect of the grievance
procedure. An aggrieved employee must be informed about the person to
whom a representation can be made, the form of submission (written or oral),
the time limit for the redressal of grievance etc.

(4) Promptness:

The grievance procedure must aim at speedy redressal of grievances.

Promptness can be ensured in the following ways:

(i) As far as possible the grievance should be settled at the lowest level.

(ii) There should be only one appeal.

(iii) Time limit should be prescribed and rigidly enforced at each level.

(iv) Different types of grievances may be referred to appropriate authorities.

40
(5) Simplicity:

The grievance procedure should be simple. The procedure should consist of as

few steps as possible. If there are too many stages in the procedure, too many
forms to be filled up, too much going around etc., the very purpose of the
procedure is defeated.

Instead of resorting to the formal procedure, an employee may ignore it.

Information about the procedure should be communicated to the employees.

(6) Training:

The success of the procedure also depends upon imparting training to the
supervisors and union representative in handling grievances. This will help to
ensure effective working of the grievance procedure.

(7) Follow up:

The working of the grievance procedure should be reviewed at periodical

intervals by the HR department. The department should periodically review the
procedure and introduce the essential structural changes making it more
effective.

EFFECTIVE STEPS OF HANDLING GRIEVANCE

The managers should adopt the following approach to manage grievance

effectively-

1. Quick action- As soon as the grievance arises, it should be identified and

resolved.

41
2. Acknowledging grievance- Acknowledgement by the manager implies
that the manager is eager to look into the complaint impartially and
without any bias.

3. Gathering facts- The managers should gather appropriate and sufficient

facts explaining the grievance’s nature. A record of such facts must be
maintained so that these can be used in later stage of grievance redressal.

4. Examining the causes of grievance- The actual cause of grievance should

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

5. Decisioning- After identifying the causes of grievance, alternative course

of actions should be thought of to manage the grievance. The effect of
each course of action on the existing and future management policies and
procedure should be analyzed and accordingly decision should be taken
by the manager.

6. Execution and review- The manager should execute the decision quickly,
ignoring the fact, that it may or may not hurt the employees concerned.
After implementing the decision, a follow-up must be there to ensure that
the grievance has been resolved completely and adequately.

42
 3

DISPUTE SETTLEMENT
MACHINERY

43
DISPUTE
In general, terms dispute refers to disagreement between two or more
person.

In legal terms dispute refers to disagreement between an employer and his

or her employee concerning anything job related, such as tenure, hours,
wages, fringe benefits and employment conditions etc.

DISPUTE RESOLUTION
Dispute resolution refers to- A process for resolving differences between
two or more parties or groups. In business practice the resolution seeks to
achieve fairness for all participants, and is often moderated by a third party.
There is often a dispute resolution clause in contracts that defines how a
disagreement is to be resolved.

Hence, to resolve dispute there arrives the need of mechanism, which can
be used to solve the dispute.

DISPUTE MECHANISM
A dispute mechanism is a structured process that addresses disputes or
grievances that arise between two or more parties engaged in business,
legal, or societal relationships. Dispute mechanisms are used in dispute
resolution, and may incorporate conciliation, conflict resolution, mediation,
and negotiation.

Hence, machineries provided under INDUSTRIAL DISPUTE ACT 1947-play

very important role in resolving the dispute.

44
 According to INDUSTRIAL DISPUTE ACT 1947-

INDUSTRIAL DISPUTE - Sec 2(k)-

Industrial Disputes Act ‘1947 provides following machineries for setting

industrial disputes in organization. They are:-

1. Works Committee.
2. Conciliation Officer.
3. Board of conciliation
4. Courts of Inquiry
5. Labour Courts
6. Industrial Tribunals, and
7. National Tribunal.

DISPUTE SETTLEMENT MACHINERY IN

INDIA

Settlement machinery

Work committee Conciliation Court of enquiry Arbitration Adjudication

Conciliation officer Conciliation board Labour court Industrial National

tribunal tribunal

45
These machineries are described as below-

1) Work committee-

 Appropriate government may order to create work committee in

industrial establishment in which 100 or more workers are employed or
were employed on any day preceding 12 month.
 Work committee contain equal number of representative of workers and
employer.
 Duty of work committee is to secure amity and good relation between
employer and workers and comments upon the matter of common
interest.

2) Conciliation-

 Conciliation, is a form of mediation. Mediation is the act of making active

effort to bring two conflicting parties to compromise. Mediation,
however, differs from conciliation in that whereas conciliator plays only a
passive and indirect role, and the scope of his functions is provided under
the law, the mediator takes active part and the scope of his activities are
not subject to any statutory provisions.
 Conciliation is the “practice by which the services of a neutral party are
used in a dispute as a means of helping the disputing parties to reduce the
extent of their differences and to arrive at an amicable settlement of
agreed solution.”

46
A)Conciliation officer-
 Section 4 of Industrial Disputes Act 1947 empowers the appropriate
government to appoint such number of persons as may be deemed
necessary by notification in the official gazette as conciliation officers, for
discharging the responsibility of mediating in and promoting the
settlement of industrial disputes.
 Power of conciliation officer- The Conciliation Officer is given the powers
of a civil court, whereby he is authorised to call the witness the parties on
oath. It should be remembered, however, whereas civil court cannot go
beyond interpreting the laws, the conciliation officer can go behind the
facts and make judgment which will be binding upon the parties.

 Duty of conciliation officer- Section 12 of I.D. Act 1947 provides duties of

conciliation officers.
a) A conciliation officer is required to investigate without delay the
industrial disputes and make efforts to settlement thereof and for the
purpose of bringing about a settlement of the dispute he may do all such
things as he deems fit for the purpose of bringing parties to come to a fair
and amicable settlement of the disputes.

b) In case of public utility services where a notice under section 22 of the

I D Act, 1947 has been received, the conciliation officer must necessarily
hold immediate conciliation proceedings for prompt settlement of the
disputes. He has discretion in respect of non public utility services.

c) The conciliation officer is required to submit his report to the

appropriate government along with the copy of the settlement arrived at
in relation to the dispute or in case conciliation has failed, he has to send
a detailed report giving out the reasons for failure of conciliation.
d) The report in either case must be submitted within 14 days of the
commencement of conciliation proceedings or earlier. But the time for
submission of the report may be extended by an agreement in writing of

47
 all the parties to the dispute subject to the approval of the conciliation
officer.

 If an agreement is reached (called the memorandum of settlement), it

remains binding for such period as is agreed upon by the parties, and if no
such period is agreed upon, for a period of six months from the date on
which the memorandum of settlement is signed by the parties to the
dispute, and continues to be binding on the parties after the expiry of the
period aforesaid, until the expiry of two months from the date on which
a notice in writing of an intention to terminate the settlement is given by
one of the party or parties to the settlement.

B) Board of conciliation-
 Sec 5 of Industrial dispute act 1947 empowers the appropriate
government to constitute a Board of conciliation.

 The Board is tripartite and ad hoc body. The machinery of the Board is set
in motion when a dispute is referred to it. In other words, the Board does
not hold the conciliation proceedings of its own accord.

 It consists of a chairman and two or four other members.The chairman is

to be an independent person and other members are nominated in equal
number by the parties to the dispute. Conciliation proceedings before a
Board are similar to those that take place before the Conciliation Officer.

 Duty of board of conciliation- Sec 13 of of I.D. Act 1947 provides duties

of Board of conciliation.
a) The machinery of the Board is set in motion when a dispute is referred
to it. In other words, the Board does not hold the conciliation proceedings
of its own accord.

48
 b) On the dispute being referred to the Board, it is the duty of the Board
to do all things as it thinks fit for the purpose of inducing the parties to
come to a fair and amicable settlement.

c) The Board must submit its report to the government within two months
of the date on which the dispute was referred to it. This period can be
further extended by the government by two months.

3) Court of enquiry-

 In case of the failure of the conciliation proceedings to settle a dispute,

the government can appoint a Court of Inquiry to enquire into any matter
connected with or relevant to industrial dispute.

 The court of enquiry may consist of one or more persons to be decided by

the appropriate government.

 The court of enquiry is required to submit its report within a period of six
months from the commencement of enquiry. This report is subsequently
published by the government within 30 days of its receipt. Unlike during
the period of conciliation, workers’ right to strike, employers’ right to
lockout, and employers’ right to dismiss workmen, etc. remain unaffected
during the proceedings in a court to enquiry.

 A court of enquiry is different from a Board of Conciliation. The former

aims at inquiring into and revealing the causes of an industrial dispute. On
the other hand, the latter’s basic objective is to promote the settlement
of an industrial dispute. Thus, a court of enquiry is primarily fact-finding
machinery.
49
4)Arbitration-
 Arbitration refers to getting the disputes settled through an independent
person chosen by the parties involved mutually and voluntarily.
 Voluntary arbitration became popular as a method a settling differences
between workers and management with the advocacy of Mahatma
Gandhi, who had applied it very successfully in the Textile industry of
Ahmedabad. However, voluntary arbitration was lent legal identity only
in 1956 when Industrial Disputes Act, 1947 was amended to include a
provision relating to it.

 Sec 10A of I D Act mentions about the voluntary reference of dispute to

arbitration.

a)Where any industrial dispute exists or is apprehended and the employer

and the workman agree to refer the dispute to arbitration, they may, at
any time before the dispute has been referred under section 10 to a Labor
Court or Tribunal or National Tribunal by a written agreement, refer the
dispute to arbitration and the reference shall be to such person or persons
(including the presiding officer of a Labor Court or Tribunal, or National
Tribunal) as an arbitrator or arbitrators as may be specified in the
arbitration agreement.

b) (1A) Where an arbitration agreement provides for a reference of the dispute

to an even number of arbitrators the agreement shall provide for the
appointment of another person as umpire who shall enter upon the reference,
if the arbitrators are equally divided in their opinion, and the award of the
umpire shall prevail and shall be deemed to be the arbitration award for the
purposes of this Act.]

c) Arbitrator is not vested with any judicial powers.He derives his powers to
settle the dispute from the agreement that parties have made between
themselves regarding the reference of dispute to the arbitrator. The arbitrator
should submit his award to the government. The government will then publish
it within 30 days of such submission. The award would become enforceable on
the expiry of 30 days of its publication.
50
(3A) Where an industrial dispute has been referred to arbitration and the
appropriate government is satisfied that the persons making the reference
represent the majority of each party, the appropriate government may, within
the time referred to in sub-section (3), issue a notification in such manner as
maybe prescribed; and when any such notification is issued, the employers and
workmen who are not parties to the arbitration agreement but are concerned
in the dispute, shall be given an opportunity of presenting their case before the
arbitrator or arbitrators.

(4) The arbitrator or arbitrators shall investigate the dispute and submit to the
appropriate government the arbitration award signed by the arbitrator or all the
arbitrators, as the case may be.

(4A) Where an industrial dispute has been referred to arbitration and a

notification has been issued under sub-section (3A), the appropriate
government may, by order, prohibit the continuance of any strike or lock-out in
connection with such dispute which maybe in existence on the date of the
reference.

5) Adjudication
Adjudication consists of settling disputes through intervention by the third party
appointed by the government. dispute can be referred to three types of
tribunals depending on the nature and facts of dispute in questions.

These include:

(a) Labour courts,

(c) National tribunals.

(b) Industrial tribunals, and

The procedure, powers, and provisions regarding commencement of award and

period of operation of award of these three bodies are similar. The first two
bodies can be set up either by State or Central Government but the national
tribunal can be constituted by the Central Government only, when it thinks that
the adjudication of a dispute is of national importance. These three bodies are
into hierarchical in nature. It is the Government’s prerogative to refer a dispute
to any of these bodies depending on the nature of dispute.
51
Labour court-
 Under Section 7 of the Industrial Disputes Act, 1947, the appropriate
Government by notifying in the official Gazette, may constitute Labour
Court for adjudication of the industrial disputes.

 The labour court consists of one independent person

a) who is the presiding officer or has been a judge of a High Court,or
b) has been a district judge or additional district judge for not less than 3
years, or
c) held any judicial office for not less then 7 years
d) has been a presiding officer of a labour court for not less than 5 years,
or
e) has been deputy chief labour commissioner(central) or joint
commissioner of the state labour department, or
f) he is an officer of Indian legal service in grade 3 with three years
experience in the grade.

 The labour court deals with the matters specified in the second schedule
of the Industrial Disputes Act, 1947.

These relate to:

1. The property or legality of an employer to pass an order under the standing
orders.

2. The application including reinstatement or grant of relief to workmen

wrongfully dismissed.

4. Withdrawal of any statutory concession or privilege.

5. Illegality or otherwise of a strike or lockout.

6. All matters other than those reserved for industrial tribunals.

52
Industrial tribunal-
 Under Section 7A of the Act, the appropriate Government may constitute
one or more Industrial tribunals for the adjudication of industrial disputes.
Compared to labour court, industrial tribunals have a wider jurisdiction.
An industrial tribunal is also constituted for a limited period for a
particular dispute on an adhoc basis.
Tribunal consist of 1 person only appointed by appropriate government
a) who is the presiding officer or has been a judge of a High Court,or
b) has been a district judge or additional district judge for not less than 3
years, or
c) has been deputy chief labour commissioner(central) or joint
commissioner of the state labour department, or
d) he is an officer of Indian legal service in grade 3 with three years
experience in the grade.

 The matters that come within the jurisdiction of an industrial tribunal

include the following:
1. Wages, including the period and mode of payment.

2. Compensatory and other allowances.

3. Hours of work and rest periods.

4. Leave with wages and holidays.

5. Bonus, profit sharing, provident fund, and gratuity.

6. Classification by grades.

7. Rules of discipline.

8. Rationalisation.

53
 9. Retrenchment of employees and closure of an establishment or
undertaking.

10. Any other matter that can be prescribed.

National Tribunal-
 The Central Government may constitute a national tribunal for
adjudication of disputes as mentioned in the second and third schedules
of the Act or any other matter not mentioned therein provided in its
opinion the industrial dispute involves “questions of national importance”
or “the industrial dispute is of such a nature that undertakings established
in more than one state are likely to be affected by such a dispute”.

 The Central Government may appoint two assessors to assist the national
tribunal. The award of the tribunal is to be submitted to the Central
Government which has the power to modify or reject it if it considers it
necessary in public interest.

 It should be noted that every award of a Labour Court, Industrial Tribunal

or National Tribunal must be published by the appropriate Government
within 30 days from the date of its receipt. Unless declared otherwise by
the appropriate government, every award shall come into force on the
expiry of 30 days from the date of its publication and shall remain in
operation for a period of one year thereafter.

54
 4

GRIEVANCE MANAGEMENT AT
BCCL

55
 MACHINERIES FOR REDRESSAL OF GRIEVANCES

In B.C.C.L. grievances are redressed in both the ways i.e. online as well as offline.

1) Offline procedure of handling grievance-

In BCCL, they have been involved a number of machineries to reduce the
grievance of the workers. We can divide these machineries into three (3)

1. Unit Level
2. Area Level: and
3. Headquarter Level

B.C.C.L.

Unit level Area level Headquarter

level
1) Engineer 1) Area Manager 1) CMD
Immediate or Functional
2) Manager 2) Director
supervisor Head
3) Project 3) Functional
2) Area General
Officer head or General
Manager
Manager

 In B.C.C.L worker is free to place his grievance at any above mentioned

level.
56
  But the worker is said to follow the normal procedure to get redressed
his/her grievance. Normally he have to first approach his Immediate
supervisor and if case not solved then the matter of grievance is passed
further through proper channel.
 Proper channel of redressal of grievance is mentioned below-

Immediate Supervisor

Functional head

Director

CMD

Functional Director

BCCL Board

1) At the 1st step worker having grievance approach to his immediate supervisor.
As in B.C.C.L work is done at 3 level & immediate superior at every level is
mentioned to whom worker may approach to get redressed his/her grievance.

57
2) If grievance not solved then matter is passed further to the concerned
functional head.

3) In case of non redressal of grievance the matter is referred to headquarter

level to director and further to CMD.

4) In case matter not solved then it is referred to Functional director which

consist of 4 director & 1 CMD.

5) In exceptional cases if grievance is of heavy amount or about policy matters

then it is referred to B.C.C.L. Board.

 There is no time limit fixed in the procedure.

 There is Grievance redressal cell to discuss on the matter of the grievances
on the monthly basis.

2) Online procedure of handling grievance

Under the guidance of CMD/D (P), BCCL for I.T. initiatives and paperless
office work, there are three online portals being operated under M/s BCCL
for grievance redressal and the mechanism is as below:-
i. For better transparency and quick redressal of Grievances, any
individual/employee can register his/ her complaint through Online
Grievance System&Public Grievances both are linked with BCCL website
i.e. www.bccl.gov.in.
ii. Thereafter BCCL SAMADHAN Portal & PG Portal will be opened up which
consists 4 options namely :-

a. Lodge Grievance
b. Reminder/Clarification on Past grievance
c. Grievance Status
d. Admin. Login/Department/Ministry login
iii. Any individual can know the status of Grievance after going through
Grievance status & also can lodge a reminder in his previous grievance.
iv. Soon after the grievance is lodged it will be transmitted to concerned
Area/Department.
58
 v. The Area Nodal Officer or HODs Koyla Bhawan will take the print out of
the grievance and attachments and then it will be sent to concerned units
through forwarding letters for redressal within 07(Seven) days.
vi. After the receipt of comments from the concerned units the reply can be
sent through online and attachments can also be forwarded to HQ.
vii. In case of any shortcomings the same is to be communicated to the
concerned person clearly for more information through portal.
viii. If the HQ Nodal Officer is not fully satisfied with the comments he will
return to the concerned Area/Unit for specific comments.
ix. Once the final comment is received at HQ the appropriate reply will be
transmitted to the concerned employee/individual.

Year wise disposal of grievances received through PG Portal, Delhi

Year Bal Fig as Grievances Grievances Pending as

on 1st Jan received Disposed on 31st Dec
during the during the
year year
2014 0 113 105 8
2015 8 397 367 38
2016 38 178 167
2017
2018
Total

59
Year wise disposal of grievances received through Mukhyamantri
Jan Samvad Kendra, Jharkhand Portal

Year Bal Fig as Grievances Grievances Pending as

on 1st Jan received Disposed on 31st Dec
during the during the
year year
2014
2015
2016
2017
2018

Grand Total

60
 CASE OF DATE OF BIRTH DISPUTE
NON MATRIC
 According to worker his age was recorded different in different records. So
to correct the same the worker named kesho Mondal approached to
concerned senior of his area.
 For submission of D.O.B. case, checklist is maintained by concerned area (
project officer/manager) & matter referred to CGM/GM of area. Checklist
contains-
 Name, Place & degignation of worker
 Personnel no. & D.O.A.
 D.O.B. as per different records
 Demand of worker
 Relief to be provided as per rules & details as per requirement.
 CGM/GM of the area was of view that D.O.B to be recorded as per I.M.E.
report & referred the matter to GM(P&IR) of headquarter for further
recommendation.
 Concerned nodal officer of HQ analysed the whole case. After examination
& details of D.O.B. recorded in different records as under-

1 Age at the time of appointment as per About 22

claimed DOB(20.12.78-15.12.56) years
2 DOA as per NEIS 20.12.78

3 DOB as per NEIS record 01.07.56

4 DOB as per base document of NEIS Not located

5 DOB as per Initial Form B Register 20.12.56

6 DOB as per New Form – B 20.12.56

61
 7 DOB as per SRE 22 years in
78 i.e. 56
8 DOB as per IME report 15.12.56

9 DOB as per CMPF Form A 17.04.58

10 Length of service as per demand and 15.12.56- 6

existing DOB 01.07.56 months

 The matter referred to EDP department to confirmed that DOB has been
recorded as 01.07.56 in NEIS record. It was found that-
a) 22 years as on 1978 age was mentioned in the form-B & SRE without
the date of issue of medical certificate which was held on 15.12.78.
since no cutoff date mentioned & therefore as per Standing order, “
Where exact DOB is not available and the year of DOB is only
mentioned, then 1st july of the said year shall be taken as the DOB” and
similarly in this case the DOB was recorded as 01.07.56 in NEIS.

b) The Medical Certificate mentions about 22 years of age by appearance

but no cut off date was indicated however the said certificate was
signed by concerned officer & the said medical was held on 15.12.78 (
original medical certificate enclosed). In the absence of cut-off date
the date of issue of medical certificate.e. 15.12.78 has been considered
as the base date of 22 years of age.
 Concerned nodal officer at HQ level placed case before DOB Committee for
deliberation & correction of D.O.B. as 15.12.56 in place of 01.07.56 in NEIS.
 In view of above DOB Committee accepted age as 22 years as on 15.12.78 i.e.
15.12.56 as per 1.1.76 clause (c) & clause 37 of C.S.O. applicable to workman
under BCCL. The above was submitted to-
CM (System),CM(p)- Admin.
Dy Mgr.fin.pay, to make changes as per above
recommendation & to GM P&IR about acceptance.

 GM (P&IR) referred the decision taken to WJ Area(concerned are of

workman).
62
 5

DISPUTE SETTLEMENT
MACHINERY AT
BCCL

63
 Industrial Disputes Act ‘1947 provides following machineries for setting
industrial disputes in organization. They are:-

1. Works Committee.
2. Conciliation Officer.
3. Board of conciliation
4. Courts of Inquiry
5. Labour Courts
6. Industrial Tribunals, and
7. National Tribunal.

In BCCL, the machineries for settling industrial dispute provided under Industrial
disputes act 1947, plays an important role in the field of industrial relations. This
act also plays an important role in case of industrial action.

Further there are other bodies which have been evolved in BCCL for labour
management co-operation, which is an integral part of industrial relation. The
most important among all is joint consultative committee at unit level. These
committee are constituted from the representatives each from Union affiliated
to five (5) Labour Federation viz. AITUC, INTUC, CITU, HMS and BMS. These Bi-
partite committee normally meet once in every month and discuss various
issues related with production, welfare, safety etc.

The system of dispute settlement in BCCL is same as mentioned in Industrial

Dispute Act 1947.

64
 A Case representing the dispute
settlement at BCCL

Management of BCCL Vs Workman Shree Chand

Prasad

As any of the case proceed according to the rule, law and regulations. So here in
this case of workman Shree Chand Prasad Vs Management of BCCL, the case
followed the proceedings according to Industrial Dispute Act 1947.

CASE- Whether the demand of Bihar Colliery Kamgar Union from the
management of M/S BCCL Kusunda Area in denying to regularise Shri Shree
Chand Prasad as Instructor is Justified? If so, to what relief is the workman
entitled and from what date?

1) Conciliation-
Discussion with the parties i.e. management and union ( Bihar
Colliery Kamgar Union) was held many times to bring settlement in both the
parties by the conciliation officer A.K. Sinha ( Assistant labour commissioner)
But matter was seized in Conciliation and there was no meeting point to bring
out a settlement, Conciliation proceeding ended in failure.

2) Arbitration-
Arbitration proceeding not held because management declined to accept it
though the union was ready for arbitration and as per the rule there should be
consent of both the parties for Arbitration.

3) Adjudication-
Bihar Colliery Kamgar union by the letter Dated on 23-01-2004 raised an
Industrial Dispute on the above subject matter and the matter was referred to
Industrial Tribunal No. 2
Both parties Argument are stated as-

65
 THE CASE OF CONCERNED WORKMAN
1) Shree Chand Prasad was appointed in the post of Helper Trainee (fitter) in
category 1 & he joined his duty on 08-02-1990 in North Amlabad project. He was
upgraded to the post of Helper Fitter in category-2 on 08-02-1991.

2) Workman applied to the post of instructor which was called by the office
order by CGM(E&M) on 27-03-1991. Workman applied there on the basis of ITI
certificate to CGM(E&M)

3) Interview letter was issued to him on 18-03-1992 and he was interviewed on

25-03-1992 and selected but he was transferred in different area on the same
post of helper fitter.

4) Later GM(HRD) on 09-12-1994 directed the workman to report for duty to

G.M. Kusunda Area at Experimental cum training mine at Godhur.
On 16-12-1994 workman was transferred to Kusunda Area in his existing
capacity.

5) As per stated by workman that he was given the work of Instructor but was
posted on Helper Fitter and he made this clear on the basis that when G.M.
Kusunda asked for the detail of worker designated job & performing job then
GTO VTC replied and mentioned that Shree Chand Prasad working from 14-01-
1995

6) According to workman his present designation is Fitter Helper but working as

Mechanical Instructor.

66
 THE CASE OF BCCL MANAGEMENT

1) Management said that HRD had invited application for Instructor but there
was no requirement further for that post hence took no step.

2) According to management S.C. Prasad is posted at Fitter Helper and he can

only get opportunity as per the cadre scheme. But as per cadre scheme there is
no such provision of posting Fitter Helper as Instructor.

3) According to the management there is no merit in the case as union raised

the case after 12 years and hence not tenable.

4) Worker is posted at area control room and he has no grievance.

5) Demand for regularisation without requirement cannot be entertained and

hence demand of union on above basis is not justified.

After hearing the case of both side award was passed by CGIT in favour of
workman stating that- “demand of union from management is justified. Hence
the workman is entitled for regularisation as instructor which post is of
technician grade ‘B’ w.e.f. 14-01-1995 with difference of wages and other
benifits and award to be implemented in 30 days of publication.”

Area Management after discussion with advocate filed written petition against
award stating that Award is against the cadre Scheme of company & challenged
before the High court to test the legality of award.

67
 6

RESEARCH
METHODOLOGY

68
RESEARCH DESIGN:
This study on Grievance management and Dispute settlement has been carried
out at BCCL. A certain sample of workers and staff were taken as sample for the
process. The views of the staff and workers have been extracted with the help
of a pre-devised questionnaire and in the due process of the study; an analysis
has been done on the responses given by them.

SAMPLING METHODOLOGY:

Sample Size: respondents

Sample Unit: Workers, staff, executives have been taken as sample unit.

Sampling Area: Moonidih Coal Mines, Koyla Bhawan –Dhanbad

Sampling Technique: Random Sampling Technique

RESEARCH Design
Gathered information required as per the questionnaire.

The research design is probability research design and is descriptive research.

SOURCES OF DATA

The two sources of data collection are namely primary & secondary.

Primary Data: Primary data are fresh data collected through survey from the
employees using questionnaire & personal interview.

Secondary Data: Secondary data are collected from books and internet.
69
 7

DATA ANALYSIS
AND
INTERPRETATION

70
FACTOR ANALYSIS USING SPSS:

We will now do factor analysis on the collected through questionnaire which

consists of 80 respondents. The data to be taken into consideration are the
questions, which are based on Likert scale.
The first step we need to do is to copy all the Likert scale responses in the SPSS.

(Figure 1.1)

Here we are having 13 variables on likert scale with the variable “The existing
grievance settling system is satisfactory” as dependent variable and the rest as
independent variabes.

The interpretation of factor analysis are as follows:

We have selected Varimax as this is an orthogonal rotation technique, which

maximises the variances of loadings on the new axes.

We suppress small coefficient with absolute value 0.75 or less.

71
 KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .724

Bartlett's Test of Sphericity Approx. Chi-Square 708.996

df 66

Sig. .000

(Figure 1.2)

Stage 1: Testing the assumptions:

The value of the Kaiser-Meyer-Olkin Measure of Sampling Adequacy (KMO)
is 0.724, which is well within acceptable limits (see Figure 1.2). The Bartlett‘s
Test of Sphericity should be significant (less than .05) and in this we have met
this criterion as the test is significant (p=.000).

STAGE 2 – Deciding on the Number of Factors to Extract:

The first and most popular method for deciding on the retention of factors is
Kaiser‘s eigenvalue greater than 1 criterion. This rule specifies all factors
greater than one are retained for interpretation
The first method for deciding on the retention of factors is Kaiser‘s eigenvalue
greater than 1 criterion.Here three components can be considered.

Total Variance Explained

Extraction Sums of Squared Rotation Sums of Squared

Initial Eigenvalues Loadings Loadings
Comp % of Cumulativ % of Cumulativ % of Cumulativ
onent Total Variance e% Total Variance e% Total Variance e%

1 5.023 41.855 41.855 5.023 41.855 41.855 4.261 35.509 35.509

2 2.729 22.739 64.594 2.729 22.739 64.594 3.462 28.853 64.362
3 1.173 9.776 74.370 1.173 9.776 74.370 1.201 10.008 74.370
4 .879 7.325 81.695
5 .611 5.096 86.790
6 .503 4.195 90.985
7 .380 3.166 94.152
8 .237 1.978 96.130
9 .153 1.278 97.407
10 .127 1.058 98.465
11 .111 .929 99.394
12 .073 .606 100.000
Extraction Method: Principal Component Analysis.

72
The variance explains 3 components with eigen values greater than 1 hence can
be taken into consideration.

Stage 3 – Factor Rotation and Interpretation:

Rotated Component Matrixa

Component

1 2 3

I generally use offline grievance

redressal system over online portal
Work culture is supportive in my
.776
organization
I rarely face grievance in my
.907
organization
My organization makes me aware
of grievance redressal procedure .854
followed here
Grievance is generally settled by
the concerned authority instead of
being escalated
The concerned authority is easily
approachable for addressing my
grievance
The concerned authority responds
.779
to my grievance in time limit
My complain and grievances are
.823
being taken care till settlement
Temporary relief is provided to me
.866
until final decision taken
I am generally satisfied with the
final decision given after grievance .771
redressal
I am aware of various dispute
.905
settlement machinery
The role of trade union in settling
disputes in my organization is .962
satisfactory

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.a
a. Rotation converged in 4 iterations.

73
The corresponding 3 factors are named as:
Factor1: Org_support_awareness
Factor2: responsive_satisfactory_procedure
Factor3: trade_union_importance
These were extracted explaining 74.340% variance

By this factor analysis we can say that these factors are the most important to
be taken into consideration.

LINEAR REGRESSION ANALYSIS USING SPSS:

Regression analysis is performed to estimate the relationship between
dependent variable “The existing grievance settling system is satisfactory”
and the independent variables: Org_support_awareness,
responsive_satisfactory_procedure, trade_union_importance.

Variables Entered/Removeda

Variables Variables
Model Entered Removed Method

1 trade_union_im
portance,
responsive_and
. Enter
_satisfactory,
support_and_A
warenessb

a. Dependent Variable: The existing grievance settling

system is satisfactory
b. All requested variables entered.

Here we can see that three variables entered the most important factor here comes
trade_union_importance followed by responsive_satisfactory_procedure,
trade_union_importance.

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The model fit output consists of a ―Model Summary table and a ―ANOVA
table as shown below:

Model Summaryb

Std. Error Change Statistics

R Adjusted of the R Square F Sig. F Durbin-

Model R Square R Square Estimate Change Change df1 df2 Change Watson

1 .726a .527 .508 .449 .527 27.804 3 75 .000 2.430

a. Predictors: (Constant), trade_union_importance, responsive_and_satisfactory, support_and_Awareness

b. Dependent Variable: The existing grievance settling system is satisfactory

Multiple correlation coefficient R = 0.726 and R2 = 0.527, or 52.7%

The linear regression explains 50.8% of the variance in the data.
The significance change was 0.000(which should be less than 0.05).

If we see the Anova table below, the significance level is equal to 0.000.The
F-test is highly significant, thus, we assume that the regression model
explains a significant amount of variance and is a good fit of the data

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 16.796 3 5.599 27.804 .000b

Residual 15.102 75 .201

Total 31.899 78

a. Dependent Variable: The existing grievance settling system is satisfactory

b. Predictors: (Constant), trade_union_importance, responsive_and_satisfactory,
support_and_Awareness

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 Coefficientsa

Unstandardized Standardized 95.0% Confidence

Coefficients Coefficients Interval for B

Std. Lower Upper

Model B Error Beta t Sig. Bound Bound

1 (Constant) 3.772 .050 74.716 .000 3.672 3.873

support_and_Awareness -.009 .051 -.014 -.176 .861 -.110 .092

responsive_and_satisfactory .443 .051 .693 8.717 .000 .342 .544

trade_union_importance .138 .051 .216 2.721 .008 .037 .239

a. Dependent Variable: The existing grievance settling system is satisfactory

The Coefficient table shows that the grievance settlement procedure is very
responsive and satisfactory and that trade unions play an important role is
dispute settlement.

The last thing we need to take into consideration while completing the regression
analysis is the collinearity diagnostics. And the Eigenvalue as should be is 1.000
for all the cases.

Collinearity Diagnosticsa

Conditi Variance Proportions

Mod Dimensi Eigenval on (Consta support_and_Awar responsive_and_satisf trade_union_impor

el on ue Index nt) eness actory tance

1 1 1.000 1.000 .00 .65 .35 .00

2 1.000 1.000 .00 .35 .65 .00

3 1.000 1.000 .00 .00 .00 1.00

4 1.000 1.000 1.00 .00 .00 .00

a. Dependent Variable: The existing grievance settling system is satisfactory

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ONE WAY ANOVA using spss:

The one-way ANOVA is used here to compare the means between the groups of
work force and determine whether any of those means are statistically
significantly different from each other.

Descriptives
The existing grievance settling system is satisfactory

95% Confidence Interval

for Mean
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound Minimum Maximum

unskilled
30 4.00 .000 .000 4.00 4.00 4 4
worker
skilled worker 10 3.30 .823 .260 2.71 3.89 2 4
staff 21 3.24 .625 .136 2.95 3.52 2 4
executive 18 4.28 .461 .109 4.05 4.51 4 5
Total 79 3.77 .639 .072 3.63 3.92 2 5

ANOVA
The existing grievance settling system is satisfactory

Sum of Squares df Mean Square F Sig.

Between Groups 14.378 3 4.793 20.516 .000

Within Groups 17.521 75 .234
Total 31.899 78

Unskilled workforce were the major respondents followed by staff and

executives.

H0: There is no variance among the mean of work force groups

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The significance level of the above is .000 so there is significant variance
among the group as p is < .05 here so null hypothesis is rejected so we can
say different workforce groups showed different levels of satisfaction
regarding the existing grievance settling system.
The executive work force showing the highest level of satisfaction and staffs
showing the lowest level of satisfaction.

T-TEST USING SPSS:

T-Test is done taking Gender as grouping variable and “The existing grievance
settling system is satisfactory” as testing variable.

Group Statistics

My Gender N Mean Std. Deviation Std. Error Mean

The existing grievance Male 64 3.78 .629 .079

settling system is Female
15 3.73 .704 .182
satisfactory

Independent Samples Test

Levene's Test
for Equality of
Variances t-test for Equality of Means

95%
Confidence

Sig. Interval of the

(2- Mean Std. Error Difference

F Sig. t df tailed) Difference Difference Lower Upper

The existing Equal

grievance variances .016 .901 .260 77 .796 .048 .185 -.320 .415
settling assumed
system is Equal
satisfactory variances not .242 19.584 .811 .048 .198 -.366 .461
assumed

78
There is no significant difference in variance in the test variable as p >0.05 (p
here is 0.765) and CI does contain zero.

Therefore, we can say from the test that gender has no significant
difference on the satisfaction level regarding grievance-settling system.

79
 8

FINDINGS
&
CONCLUSION

80
 FINDINGS OF THE STUDY:

 The FINDINGS FROM factor analysis:

Indicated that the important factors for a satisfactory grievance

settling system in BCCL are organizational support and awareness,
quick and satisfactory response of the grievance and a supportive
trade union to settle disputes.

 The FINDINGS FROM regression analysis:

Indicated that the grievance settlement procedure in BCCL is very

responsive and satisfactory and that trade unions play an
important role is dispute settlement.

 The FINDINGS FROM ONE-WAY ANOVA TEST:

Indicated that different workforce groups i.e. (unskilled workers, skilled

workers, and staff, executive) in BCCL showed different levels of
satisfaction regarding the existing grievance settling system.
The executive work force in BCCL showing the highest level of satisfaction
and staffs showing the lowest level of satisfaction with the existing
grievance settling system.

 The FINDINGS FROM T-TEST:

Indicated that both male and female work force in BCCL had the same
satisfaction level regarding grievance-settling system.

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 CONCLUSION

The study reveals that the grievance handling mechanism

is satisfactory in BCCL. The organization is recognizing the
importance of satisfying the workers. Workers are
generally satisfied with the work culture of organization

Most of the work force find the grievance handling

system as responsive and satisfactory.

The trade unions play a very important role in settling the

disputes of the workers in BCCL.

Despite of above, there are still some aspects, which

requires improvement such as all the group of workers,
who are unaware should be made aware of grievance
procedure followed in the organization.

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 9

RECOMMENDATIONS

83
From the analysis, it can be inferred that most of the workers are satisfied with
their grievance settlement. Yet there is further scope of improvement.

Recommendations are as follows-

 Unaware Workers should be made aware about the grievance redressal

procedure followed in organization. Hence government should launch
various awareness programmes & initiatives.

 Workers should be encouraged to use online grievance portal to get

prompt redressal of their grievances. Workshops or seminars should be
conducted to explain about online portal.

 Temporary relief can be provided so that delay in redressal of grievances

does not increase the frustration level of worker.

 Informal counseling can be done as it may be done as it may help to

manage the grievance in workplace.

 Request for transfer & promotion, cases of accidents etc should be

analyzed properly & disposed accordingly otherwise these may lead to
dispute.

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 10

LIMITATIONS OF THE STUDY

85
Despite of several precautions there are some limitations of the study.
These are mentioned below-

1) TIME CONSTRAINT- Limited period of 6 weeks was there hence

detail study was not possible.

2) BASED ON HUMAN ELEMENT- Data was collected from the workers

working in organization and any analysis done on the human being
cannot be accurate because responses of human vary with different
factors.

3) STUDY OF FEW AREA OF COMPANY- BCCL, as a whole company,

cannot be analyzed in 2 months and visit to areas was also restricted
due to time constraint.

4) LIMITED SAMPLE- Sample of the study was 80. Moreover, analysis

based on this sample cannot help in judging the overall company.

5) LIMITED NUMBER OF QUESTONS- analysis from limited number of

question is itself a limitation. As certain set of questions cannot help
in the judgement of broad aspect.

86
 BIBLIOGRAPHY
 http://www.bcclweb.in/

 https://pgportal.gov.in/

 http://cmjansamvad.jharkhand.gov.in/

 https://www.coalindia.in/Portals/13/PDF/BCCL_22082017.pdf

 http://www.bcclweb.in/hrmis/grievance/landing.php

 BCCL daily IR report & Official Record of occurrence of grievance &

disputes.

 Dr C.B. Mamoria, Dr Satish Mamoria & S.V. Gankar (2013), Dynamics of

Industrial Relations, Himalaya Publishing House

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ANNEXTURE

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