GREIVANCE (A) Dissatisfaction is any state or feeling of discontent (B) Dissatisfaction orally made known by one employee to another

is a complaint. (C) A complaint becomes a grievance when brought to the notice of the management.

According to Fillipo, The term would include any discontent and dissatisfaction that affects organizational performance. It can either stated or unvoiced, written or oral, legitimate or ridiculous. (a) A complaint is a discontent that has not assumed importance. (b) A complaint becomes grievance when the employee feels that injustice has been committed.

CHARACTERISTICS OF GRIEVANCES (i) It may be unvoiced or expressly stated. (ii) It may be written or oral (iii) It may be valid, legitimate or untrue or false. (iv) It may relate to the organizational work. (v) An employee may feel an injustice has been done. (vi) It may affect the performance or work. Grievances generally give rise to unhappiness, frustration, indifference, discontent, poor morale, and poor efficiency THAT IS CHANGE IN ATTITUDE, PERCEPTION AND BEHAVIOR.

TYPES OF GREIVANCE (a) Visible grievances (b) Hidden grievances An employee may feel that there has been an infringement of his rights. Grievances exist in the minds of individuals. Grievances may be concerning employment, working conditions, change of service conditions, biased approach, non-application of principle of natural justice, work loads and work norms.

NEED FOR GRIEVANCE PROCEDURE (i) Identification and analysis of grievances, nature nod causes. (ii) Helps at formulating and implementing the policies and programmes. (iii) It is problem solving, dispute-settling mechanism. (iv) Strengthen good industrial relationship. (v) It detects the flaws in working conditions and helps to take corrective measures. (vi) Build good morale, maintains code of discipline. (vii) Brings uniformity in handling grievances. (viii) It develops faith of employees. (ix) Reduces personality conflicts. (x) It acts as a pressure valve. (xi) Provides judicial protection to the employees. (xii) Provides avenues to present the problems.

GRIEVANCE HANDLING 1. Grievances or conflicting thoughts are part of industrial life. 2. It is essential to bring this conflict to the surface. 3. All conflicts cannot be eliminated but their exposure will contribute towards their reduction. 4. Such exposures lead to adjustments and further improved organizational effectiveness.

METHODS OF BRINGING CONFLICT TO SURFACE 1. Grievance procedure 2. Direct observation 3. Suggestion boxes 4. Personal counselor 5 . Exit interviews 6. Miscellaneous channels

GRIEVANCE REDRESSAL SYSTEM Enables the parties to resolve differences in peaceful, orderly and expeditious manner. Enables the parties to investigate and discuss the problem (i) Open-door policy (ii) Step ladder type (iii) Grievance handling committee

BASIC ELEMENT OF GRIEVANCE PROCEDURE 1. Existence of sound channel. 2. The procedure should be simple, definite and prompt. 3. It should be clearly defined. 4. Helpful attitude of management. 5. Fact-oriented system. 6. Respect for decisions. 7. Adequate publicity. 8. Periodic Review.

STEPS IN HANDLING GRIEVANCES 1. Receive and define the nature of dissatisfaction. (a) Manner and attitude when complaint is received (b) Assessment must be made that the complaint is presented fairly. (c) Statement and issues must not be pre-judged. (d) Proper time and attention is given. 2. Get the facts (a) Facts be separated from impressions and opinions. (b) Consult the policies. (c) Consult the records. 3. Analyze and decide. 4. Apply the answer. 5. Follow-up

DOS IN HANDLING GRIEVANCES 1. Investigate and handle each case carefully 2. Talk to the employee. 3. Enforce the time limit. 4. Visit the work area or place of grievance. 5. Determine witnesses. 6. Examine records. 7. Examine witnesses. 8. Evaluate grievance. 9. Permit full hearing. 10. Identify the relief an employee is expecting. 11. Command the respect of all. 12. All discussions privately. 13. Keep superiors informed. 14. Ensure proper productivity.

INTRODUCTION FOR THE STUDY 1. The aim of the study is to find whether the grievance handling mechanism ensures that employees problems are recognized and appropriately reviewed in a prompt and timely manner. 2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer. 3. The grievance mechanism ensures a fair and just treatment of employees concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance. REVIEW OF LITERATURE GRIEVANCE Grievance is any discontent or dissatisfaction that affects organizational performance. As such 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. The formal mechanism for dealing with such workers dissatisfaction is called grievance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization.

The usual steps in grievance procedure are 1. Conference among the aggrieved employee, the supervisor, and the union steward. 2. Conference between middle management and middle union leadership. 3. Conference between top management and top union leadership. 4. Arbitration. There may be variations in the procedures followed for resolving employee grievances. Variations may result from such factors as organizational or decision-making structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE To study the effectiveness of grievance handling mechanism. SECONDARY OBJECTIVE 1. To identify whether the employees are aware of the grievance handling mechanism. 2. To identify whether the grievance handling system leads to a favorable attitude towards the management 3. To identify that the grievance handling system leads to a mutual understanding between workers and the management 4. To know the level of satisfaction towards the grievance handling procedure of the organization 5. To identify the factors influencing the effectiveness of the grievance handling in the organization

Scope for the study

The project throws light on need for Grievance handling mechanism and this study facilitates the management for further improvement on the same. This study will be useful when similar kind of research is undertaken.

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

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

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science, for instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its use in social science is more common, as in socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS

To portray the characteristics of a particular individual situation or group(with or without

specific initial hypothesis about the nature of this characteristics). To determine the frequency with which something occurs or with which it is associated with something else( usually , but not always ,with a specific initial hypothesis). The descriptive method has certain limitation; one is that the research may make description itself an end itself. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem. A second limitation is associated whether the statistical techniques dominate. The desire to over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may not always be either welcome. This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about the work in the factory, health and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition etc: A descriptive study involves the following steps: 1. Formulating the objectives of the study. 2. Defining the population and selecting the sample. 3. Designing the method of data collection. 4. Analysis of the data. 5. Conclusion and recommendation for further improvement in the practices.

Description of statistical tools used

Percentage method Correlation

Percentage method
In this project percentage method test and used. The following are the formula

Percentage of Respondent =

No. of Respondent Total no. of Respondent

x 100

CORRELATION Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is describd or classified in several different ways. Three of the most important ways of classifying correlation are : 1. Positive and Negative 2. Simple, Multiple and Partial 3. Linear and Non-Linear Karl Pearsons method is popularly known as Pearsons coefficient of correlation. It is denoted by the symbol r. xy Formula for Karl Pearsons coefficient r = ______________ x2 * y2 The value of the coefficient of correlation as obtained by the above formula shall always lie between +1 and -1. When r = 1, it means there is perfect positive correlation between variables. When r = -1, it means there is perfect negative correlation between variables. When r = 0, it means no relationship between variables.

Data collection method

Data was collected using Questionnaire. This method is quite popular in case of big enquires. Private individuals, research workers, private and public organizations and even government are adopting it. A questionnaire consists of a number of question involves both specific and general question related to Grievance Handling.

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.

Secondary Data
Secondary data are collected from books and internet.

Research design
Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of this study is to find the effectiveness of Grievance Handling at SANS INNOVATIONS.

Sample Design
Sample Element Sample Size Sample Test Sample Media Sampling Method : Employees at SANS INNOVATIONS. : 35 samples : Percentage Method & Correlation : Questionnaire : Simple Random Sampling BIBLIOGRAPHY

1. Aswathappa, K., Human resource and Personnel management, TATA McGraw- HILL. 2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGraw- HILL. 3. Flippo, Edwin B., Personnel management, McGRAW-HILL International Publications.

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