1an_analytical_study_of_implementation_of_grievance_redressal_mechanism_in_syndicate_bank_at_agra._-_607825

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CHAPTER-1: INTRODUCTION
The foundation of organized banking sector was laid in the year 1806 when East
India Company started Presidency Bank of Bengal followed by establishment of
Presidency Bank of Madras in 1840 and Presidency Bank of Bombay in 1843. Prior to the
year 1806 the banking was being done by the indigenous bankers by one way or the
other. These three Presidency Banks were merged and the Imperial Bank came into
existence in the year 1921. After independence for the purpose of undertaking
Government transactions the Government of India nationalized Imperial Bank and
renamed it as State Bank of India in the year 1955. This was followed by nationalization
of 7 state owned banks and making them subsidiaries of State Bank of India in the year
1959. After this to make the funds of the Bank available for the development of Indian
economy the then Prime Minister of India Mrs. Indira Gandhi took the step of
nationalization of 14 major banks in the year 1969 followed by nationalization of 6 more
major banks in the year 1980.
After 1980 there was tremendous progress in the banking sector till 1991-92 till
the introduction of provision of W.T.O. and its after effects in the form of
privatization/globalization etc. But all this took place keeping in mind the requirements
of the Indian Government, its policies and social concepts. But as far as the workers of
these banks were concerned they were working like bonded labors. Due to the arrival of
Desai awards, working conditions and wage structure of the banking employees were
defined in a proper way. After that in 1972 II Bipartite agreement took place between
Indian Bankers Association and the Unions of the employees of the Banks. By the
passage of time lot of improvement came in the working conditions of the banks and
the working became smooth. But in the meantime the Unions became strong and the
negative effect started coming in the way of development of banks. This situation again
turned after the introduction of reforms process in the year 1992-93 the result of which
was mechanization of Banks and finally Voluntary Retirement Scheme introduction in

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the year 2000. After implementation of this scheme nearly 15-25% of the employees left
the bank and the burden of performance came on the shoulders of remaining
employees. Not only this due to privatization, lot of Private Banks came into existence
providing better customer services. Thus the employees of Public Sector Banks were
facing competition at two fronts. This gave rise to the grievances among banking
employees of public sector banks.
As far as the Private Sector Banks are concerned, they were established around
the year 2000 and were equipped with latest tools of Banking and were in a position to
provide better services. But there was no legal framework to define working conditions,
wages, promotion etc. of the employees. The rule of hire and fire was adopted by these
banks. The employees were given huge targets with much less salary in comparison to
the employees of the Public Sector Banks. This situation gave rise to the grievances
amongst the employees of the Private Sector Banks.
In any banking organization where employees work together for achieving a
common objective, there is likelihood of friction and misunderstanding. This situation
may lead to unhappiness and dissatisfaction among the employees. The dissatisfaction
of the employees is very often manifested in their behavior at work place. If the
conditions causing dissatisfaction of the employees are not corrected, the irritation is
likely to increase and lead to unhealthy labor management relations. A strong urge on
the part of employers and employees on their representatives associations and trade
unions to resolve their differences through negotiations and constitutional methods is
therefore an essential pre-requisite for maintaining a peaceful atmosphere in an
industrial undertaking. The procedure for the settlement of grievances is sometimes
established pursuant to legislation or perhaps to general agreement between the
management and trade unions or workers/employers.

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A.CONCEPT OF GRIEVANCE:
According to Micheal Jucuis……. A grievance denotes ―any discontent or
dissatisfaction, whether expressed or not and whether valid or not, arising out of
anything, connected with the company that an employee thinks, believes or even feels,
is unfair, unjust or inequitable‖ (Vijay Asdhir, 1993:219).
Keith Davis has defined grievance as ―any real or imaginary feeling of personal
injustice which an employee has concerning his employment relationships‖. A
grievance, thus, represents a situation in which an employee feels that something
unfavorable has happened to him or is going to happen. There are certain conditions
that may gave rise to a grievance such as:
(a) A violation of Law
(b) A violation of company rules
(c) A violation of management‘s responsibility such as poor working conditions
(d) A violation of collective bargaining agreement
(e) A violation of natural rules of justice such as unfair treatment in promotion etc.
The essentials of a grievance in an organization are as under:
(i) The discontent must arise out of something connected with the
company/organization
(ii) The grievance may be expressed or implied: The discontent may be
manifested in various ways like gossiping, jealousy, labor turnover, active
criticism, carelessness, argumentation etc. This is called expressed grievance.
But when employees do not express themselves by words of mouth or in a
written way but shows indifference to work, absenteeism, day dreaming,
tardiness etc. then it is termed as implied grievance. Implied or unexpressed
grievances are more dangerous than expressed grievances because it is not
known when the implied grievance may explode.

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(iii) The discontent may be valid, legitimate and rational or untrue, irrational or
completely ludicrous : Rational grievance is a genuine one which must be
removed by the management on the other hand, there are grievances which
are emotional in nature and are based on sentiments, distorted perception,
lack of proper thinking etc. These are totally irrational or psychological. These
grievances are most difficult to handle.
B. CAUSES OF GRIEVANCE:
For a real grievance to have occurred there must have been a violation of an employee‘s
rights on the job. Also, it must have been the employer or one of his/her agents….. like
a supervisor or manager……. who has violated these rights, directly or indirectly. If an
employee makes a complaint that doesn‘t involve employer in some way, employer still
has to deal with it, but it won‘t be a grievance.
Most grievances are ―real‖ in the sense that employees are sure that the
employer/management has violated someone‘s rights; but this doesn‘t mean they will
always win the case. They are limited by the contract, by their skills, or by how much
union power they have so a grievance can turn out to be no more than an ―alleged
violation‖ or even just a complaint.
It‘s a steward‘s job to decide which rights have been violated and so determine
whether a grievance exists. Because most employees‘ rights are contained in the
contract, this is the first place for a steward to see if there is a real grievance against the
management. If a grievance is a clear cut violation of the contract, it will be easy to
prove. If it involves interpretation of the contract, it will not be so easy to prove.
The kinds of grievances that may occur under the contract are:
(a) Wage Grievance: failure to pay agreed rating including:-
 Starting pay, Automatic increase, Merit increase.

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 Improper classification of job
 Employee wrongly classification
 Vacation pay or bonus
 Call- in- pay, Overtime, Methods of payment¸ Wage inequities.
 Improper incentive or piece rate
(b) Grievance resulting from working conditions:-
 Unplanned changes in schedules & procedures
 Non availability of proper tools, machines and equipments for doing a job.
 Huge targets
 Bad physical condition at the workplace
(c) Supervisory Practices:-
 Abuse of authority, Intimidation or coercion, Over supervision (snooping)
 Supervisor working on bargaining unit job
 Discrimination, Favoritism,.
(d) Management Policies and Practices:-
 Leaves, Improper seniority, Improper transfer (violation of seniority clause)
 Improper promotion, Unreasonable rules, Improper discharge
 Improper allocation of work (as in overtime)
 Improper layoff or recall
 Lack of opportunities for growth
 Unfair penalties imposed for misconduct
 Employees not properly notified of rule or penalties
 Reprimand (recording warning)
 Disciplinary layoffs

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 Discrimination between union employees and non union employees
 Lack of career planning and employee development plan
 Improper implementation of agreements and rewards
(d) Grievance resulting from alleged violation of:-
 The collective bargaining agreement
 Central or state laws
 Post practices
 Company rules
 Management‘s responsibility
(e) Grievances resulting from personal maladjustment:-
 Over- ambition
 Excessive self- esteem
 Impractical attitude towards life etc.
C. DEVELOPING A SENSE TO UNDERSTAND THE GRIEVANCE OF
EMPLOYEE:
 Check the grievant‘s title and employment status to determine if he / she are
included in a union eligible classification.
 Note the supervisor‘s respondent obligation under the grievance procedure.
 Review the requested solution to the grievance. Determine if the relief sought is
beyond a supervisor‘s authority to grant.
 Review all policies or other information related to the grievance.
 Prepare a written response including the reason for the decision and provide a
copy to the grievant.

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 Grievance materials should be maintained in a separate file from either
personnel files or records.
D.THE BASIC ELEMENTS OF GRIEVANCE HANDLING:
Grievance refers to any discontent or dissatisfaction, whether expressed or not
whether valid or not, arising out of anything connected with the company that
an employee thinks, believes or even feels in unfair, unjust or inequitable.
Grievances have considerable significance as harbingers of industrial disputes.
Unresolved grievances can become an industrial dispute that is why grievances are
considered to be tips of the iceberg on industrial conflict. Grievances can be
described as ―embryonic‖ disputes which need to be resolved at the earliest
opportunity. The three cardinal principles of grievance settlement are – settlement at
the lowest level, settlement as quickly as possible and settlement to the satisfaction
of the aggrieved.
In the first place, in handling grievances, stress must be laid either on the causes
of trouble or upon the resulting trouble. If an employee is disgruntled because he
was not given a due promotion, some may call the un-received promotion the
grievance whereas others may call the disgruntled attitude the grievance. Something
in the company either its activity or supervision or policy may be the source of a
grievance.
For the purpose of handling grievances efficiently, it is necessary to find and
analyze the grievances of the subordinates. If the grievance is found to be genuine or
real, the corrective action should be taken immediately. But if the grievance arises
due to imagination or disturbed frame of mind of the employee, then it is necessary
to explain and clear up the matter. Before dealing the grievances, their causes must

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be diagnosed. But when the grievances are not given expression by their
subordinates, it is manager‘s job to detect the possible grievances and their causes.
He may realize the existence of grievance because of high labor turnover, high rate
of absenteeism and poor quality of work. These problems will go on increasing if the
causes of grievances are not cured.
There is no readymade solution of dealing with grievances available to the
supervisor or manager. Every case has to be dealt with on its merit. The following
guidelines may be followed to deal with the grievances effectively:
1. The complainant should be given patient hearing. He should be allowed to
express himself completely.
2. Attempts should be made to get at the root of the problem.
3. The management must show its anxiety to remove the grievances of the
employees.
4. It the grievances are real and their causes are known, attempt should be made to
remove the causes.
5. It the grievances are imaginary or unfounded attempts should be made to
counsel the employees.
E. NEED FOR A GRIEVANCE PROCEDURE:
 To enable the management to know the pulse of its employees by learning
about its feelings and opinion about the policies and practices of the
organization.
 Provides a channel to the aggrieved employees to express their grievances
about various aspects of their jobs formally.
 Provides clues about the behavior and attitude of the managers and
supervisors towards their subordinates

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 Gives an assurance to the employees about the existence of a
mechanism for the prompt redressal of their grievance.
F. ESSENTIALS OF A SOUND GRIEVANCE PROCEDURE:
1. Legal Sanctity.
The procedure should be in conformity with the existinglaw. It should be
designed to supplement the statutory provisions. Wherever possible, the
procedure should make use of the machinery provided under legislation. The
procedure may be incorporated in the standing orders or collective bargaining
agreement of the organization.
2. Acceptability.
The grievance procedure must be acceptable to all and should, therefore be
developed with mutual consultation amongmanagement, workers and the
union. In order to be generally acceptable, the procedure must ensure:
(a)A sense of fair play and justice to workers;
(b)Reasonable exercise of authority to managers; and
(c)Reasonable participation to the union.
3.Promptness.
The grievance procedure must aim at speedy redressal of grievances. This can be
ensured in the following ways:
(a)As far as possible the grievance should be settled at the lowest level;
(b)There should be only one appeal;
(c)Time limits should be prescribed and rigidly enforced at each level;
1.Simplicity:

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The procedure should consist of as few steps as possible.Channels for handling
grievances should be carefully developed. Employees must know the officers to
be contacted at each level. Information about the procedure should be
communicated to the employees.
3. Training:
Supervisors and unions representatives should be given trainingin grievance
handling. This will help to ensure effective working of thegrievance procedure.
4. Follow up:
The working of the grievance procedure should be reviewed at periodical
intervals. Necessary improvement should be made to make the procedure
more effective.
G.PROCESS OF GRIEVANCE HANDLING:
Grievance procedures are the procedures which enable an employee to raise any
concerns he has about his job with the management. These concerns could be about the
work itself, about the working conditions or about the peers, superiors or the
management.
Grievance procedures is a control necessary for protecting the standards of the
employee as a discipline is necessary for preserving standards of the company.
Grievance is a complaint affecting one or more individual worker in respect of their
conditions of work and not disputes over matters of general applicability to all.
Grievance is a subjective feeling of wrong. It need not have to be justified. Nor does it
necessarily be occurring at operative level only. Rather everyone from top to bottom in
the organizational hierarchy is amenable to nourish a grievance. However, grievances
need to be expressed or covert. Covert grievances create problem both for the employee
as he cannot have a sigh of relief by pouring out his gripe; and for the employer as lack

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of communication prevents the supervisor from doffing into the roots of the problem.
So a fundamental grievance policy shall provide opportunity to the employees to
express even a minor irritation or a major complaint. If not, the supervisor runs the risk
of ―sitting on a volcano‖, as the minor irritation left unattended may cumulatively
culminate into major dispute. Grievance policy shall be preventive in orientation. ‗A
stitch in the time saves nine‘ is an apt adage applicable to grievance handling.
Grievance and grievance ridden persons are contagious spreading low-morale among
the employees. So, the source of ‗gripe‘ shall be located by the supervisor and this
requires human relations skill.
Once the grievances are overtly manifested, they shall be treated properly and
redressed immediately. For this purpose the management can adopt some approaches.
The management must, by law, tell an employee in writing what procedures should be
followed if he wishes to raise a grievance.
The first thing to do if an employee has concerns is raise the matter with the
person specified in the grievance procedure, usually a line manager. If this is not
possible, or if his problem is with that person, employee should go to the next most
senior person. Efforts should be taken to resolve the problem informally at this stage.
Although these first discussions are informal, employee may find it helpful to
keep a brief note of any discussion he had, noting date and time, whom he spoke to,
and the main points covered. These will be useful if the problem is not resolved at this
step or stage and he has to go to more formal procedures. He should begin a formal
grievance procedure if his employer fails to resolve the matter to his satisfaction. If he
does not begin a formal procedure, he will not be able to make a claim to an
employment tribunal that his employer has failed to honor his statutory employment
rights. The success of informal procedure of grievance handling depends on the size of
the organization and management attitude.

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A formal grievance plan brings to the surface the human problems of the
company, acts as a ‗safety valve‘ for the controlled release of the gripe, helps in
encouraging positive attitude in the employees towards the management, helps
establishing and maintaining a ‗work culture‘ in which individuals and work groups
learn how to respond and/or be reactive to the policies of the management; and acts as
a restraint on the arbitrary management decisions. A formal procedure/plan can have
either legalistic overtones, or human relations permeation, or a balanced principle of
‗tough but fair‘.
In legalistic view the management adheres strictly to the terms of an agreement
or contract and opposes anything additional. The worker‘s reaction to this will be that,
they have to fight for their grievances redressed. In human relations approach the
employees‘ specific problem is the major concern. Workers reaction will be one of
satisfaction that they have been heard. It is always not necessary that grievance shall be
redressed in favor of the employee. Thus, a positive grievance climate can exist only
when the management takes into account the fact that, ―grievances exist in the minds
and emotions of individuals are produced or dissipated by situations, fester or are
healed by groups pressures, are adjusted or made worse by supervisors, and are
nurtured or dissolved by the climate in the organization, which is affected by all of the
above and by management.
The following are the types of grievance procedures for redressing the grievances
of the employees.
Open Door Policy:-
Under this procedure, the employees are free to meet the top executive of the
organization and get their grievances redressed. Such a policy may work well in the
small organization, but in big organization this may not be practicable because the top
executive will be too busy in other matters. Another disadvantage of open door policy
is that lower level executives feel bypassed. This may complicate the human relations

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problem. Moreover, top management is not too familiar with the working conditions of
the operative employees. It may be difficult for it to attend to employee grievances
because of lack of sufficient information. Lastly, it is also said that the open door policy
is suitable for executives to walk through and not the operative employees. The
employees may even hesitate to go to top executives with their grievances.
Step-ladder Procedure:
This procedure is based on a pre-established set of steps for reviewing employee
complaints by succeeding higher levels of agency personnel. The number of steps across
all levels ranges from three to seven, with four steps representing the mean and median
number. One function of this procedure is to settle problems quickly at the lowest level
possible (Bohlander and White, 1987). Under this procedure, the aggrieved employee
has to proceed step by step in getting his grievance heard and redressed as shown in the
Fig. 1. Firstly, he has to present his grievance in writing to his supervisor or foreman.
That is a complaint formally enters the grievance procedure when it is presented in
writing. At this stage, it should be checked carefully to make sure the six W‘s – WHO,
WHEN, WHERE, WHY, WHAT and WITNESSES of the grievance form are covered.
WHO: Refers to the employee filing the grievance or any other party (if any) involved.
WHEN: Refers to time element. Often information regarding more than one date is
needed to complete the form properly. First, the date on which the grievance is officially
written. Second, the time and date on which the grievance actually happen. Third , the
date on which the grievance was submitted to the immediate supervisor (first of
informal step of the grievance procedure).
WHERE: Refers to the exact place where the grievance tool place – the department,
office, terminal, plant etc.
WHY: Refers to the reason the complaint is considered a grievance.

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WHAT: Refers to what should be done about the grievance – the corrective action
desired and what adjustment is expected.
WITNESS: If a particular incident took place which gave rise to grievances, the names
of any witness who say what occurred should be listed on the grievance form. This
should include the address and phone number of all witnesses.
If he is not satisfied with his decision, he may go to the head of the department.
There may by a joint grievance committee if the decision of the head of the department
is not acceptable to the employee. If the committee also fails to redress his grievance, the
matter may be referred to the chief executive.
The executive must know when the alleged grievance was first experienced,
whether it has been repeated or not, how and where it took place and the circumstances
in which it transpired. This due process will go a long way to gain the confidence of the
employees. Employees should be commenced that the management is perfectly sincere
in seeking that justice is done. After getting a clear picture of the grievance, the next
step involves the establishment of tentative solutions, on the basis of the tentative
solutions, facts are again gathered. The executive establishes a tentative solution and
then observes critically whether his hypothesis is right or wrong. If he thinks it to be
wrong then he sets up another tentative solution and proceeds his way until he finds
the right answer.
The tentative solutions are now verified. It is now necessary to take each bit of
the available information and to match it against the possible solution. If the sufficient
information is not available, an effort will be made for more information. The executive
may hold further conference with aggrieved employee and question other employees.
Having reached a final decision, it should be applied without delay. Now, the matter of
fact is that whether the aggrieved employee is satisfied with the applied decision or not.
The grievance procedure will said to have been exhausted if the chief executive is not
able to satisfy the aggrieved employee. The employee should not take any action

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against the management (such as going to the labor union or labor court) until the
whole grievance procedure has been exhausted.
The grievance assumes the form of a conflict after the employee is not satisfied
with the decision of the chief executive. For maintaining industrial peace in the plant, it
is advisable to refer such grievance to the voluntary arbitration. Arbitration is a
grievance procedure that has successfully and peacefully resolved many labor
management problems. Arbitration is the final step in most grievance procedures. In
arbitration, the parties submit their dispute to an impartial third party for resolution.
When arbitration is used to settle a grievance, a variety of factors may be used to
evaluate the fairness of the management actions that caused grievance. These factors
include the following:-
 Nature of the offense
 Due process and procedural correctness
 Double jeopardy
 Grievant‘s past record
 Length of service with the company
 Knowledge of rules
 Warnings
 Discriminatory treatment.
The large number of interacting variable in each case makes the arbitration
process difficult. The arbitrator must possess exceptional patience and judgment in
rendering a fair and impartial decision.
After the arbitrator has been selected and agreed to serve, a time and place for a
hearing will be determined. The issue to be resolved will be presented to the arbitrator
in a document that summarizes the question(s) to be decided. It will also point out any

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contract restrictions that prohibit the arbitrator from making any award that would
change the terms of the contract.
At the hearing, each side presents its case. Arbitration is an adversial proceeding,
so a case may be lost because of poor preparation and presentation. The arbitrator may
conduct the hearing much like a courtroom proceeding. Witnesses, cross-examination,
transcripts, and legal counsel may all be used. The parties may also submit or be asked
by the arbitrator to submit formal written statement.
After the hearing, the arbitrator studies the material submit and testimony given
and is expected to reach a decision within 30 to 60 days. The decision is usually
accompanied by a written opinion giving reasons for the decision. Most agreements
restrict the arbitrator‘s decision to application and interpretation of the agreement and
make the decision final and binding on the parties.
Also, a four step grievance procedure as shown in Fig. 2 can be adopted for
effective grievance redressal. As shown in the diagram, the frontline supervisor is
always accorded the first opportunity to handle grievances. He is the first rung of the
ladder. If the concern is unionized, a representative of the union may also join him. This
step is very necessary to pressure the authority of the supervisor because many of them
involve issues or policies which are beyond the limits of the authority. There may be
some grievance which he may fail to redress and find solution for. Hence provision is
made for a second step in handling grievances. This second step may be the personnel
officer himself or some middle level line executive. If the concern is unionized, some
higher personnel in the union hierarchy may join him. It should, however, be
remembered that by injecting the personnel officer into the procedure at this step and
by giving him authority to overrule and reverse the decision of the supervisor the
fundamental principle of line and staff relationship is violated. A third step is
constituted by the top management to handle grievances involving company–wide

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issues. In this step, the top union representatives join. The redressal of grievances
becomes complex and difficult because now they acquire political hues and colors.
Figure – 1
Figure – 2

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If the grievance has not been settled by top management and top union
leadership then in the fourth and final step it may be referred to an impartial outside
person called an ―arbitrator‖. Arbitration has been clearly explained in the step ladder
procedure.
H.TYPES OF GRIEVANCES:
We can classify grievances according to where they come from and how they arise, but
we can also look at them according to who is affected.
A. INDIVIDUAL GRIEVANCES:
Most grievances affect only a single individual. An individual grievance is a
complaint brought forward by a single employee in which a decision made affects that
specific employee. Such cases can deal with issues related to the collective agreements,
discipline and human rights, as well as other matters affecting the employee concerned.
For example, an employee who has been overlooked for promotion within an
organization may complaint about this fact. The employee may feel that he/she has
performed adequately and he/she is the most senior in the directorate, as per the rules.
The onus will be on his immediate supervisor to present the fact.
B. GROUP GRIEVANCES:
A group grievance is a complaint brought forward by more than one employee
grieving the same alleged violation with the same facts. Therefore, a group grievance
involves the ―effect of management action on two or more employees under same
collective agreement or regulation. Grievances of this type are used in situations where
a group of employees in the same department or agency face the same problem. The
problem must relate to the interpretation or application of the collective agreement.
C. POLICY GRIEVANCES:

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A policy grievance is a dispute of general application or interpretation of any
section or paragraph of the collective agreement or rule rather than the direct
management action involving a particular employee. These type of grievance are
normally, initiated at the final step of the procedure.
FORMS OF GRIEVANCES
A grievance may take any of the following forms:
(a) Factual: When an employee is dissatisfied or discontented with his job, for
genuine or factual reasons like a breach of terms of employment or any other
reasons that are clearly attributed to the management, he/she is said to have a
factual grievance. Thus, factual grievances arise when legitimate needs are
unfulfilled.
(b) Imaginary: When an employee‘s grievance or dissatisfaction is not because of
any factual or valid reason but because of wrong perception, wrong attitude or
wrong information he has, such a grievance is called an imaginary grievance.
Though the management is not at fault in such type of grievances but the
responsibility for their redressal still rests with the management.
(c) Disguised: An employee may have dissatisfaction for the reason that are
unknown to himself. This may be because of pressures and frustrations that an
employee is feeling from other directions. The managers have to detect such
disguised grievances and attend to them by counseling the concerned
employees.

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CHAPTER 2: RESEARCH METHODOLOGY & RATIONAL OF STUDY.
Research Methodology, for a study like this research project is a most important part.
The method of study adopted by me is totally is to increase and to gather the more
information regarding this research.
The major emphasis in such studies is on the discovery of the ideas and fruitful relevant
information. As such the research design appropriate for such studies must be flexible
enough to provide opportunity for considering different aspects of a problem under
study
The following research methodology are adopted:
1. SAMPLE SELECTION:
For the study of Syndicate Bank at Agra were studied, which is from Public
Sector.
(A)SAMPLE LOCATION:
Syndicate Bank, Agra.
(B) SAMPLE SIZE:
50 Employees of all levels that is top level, middle level and lower level was studied.
2. COLLECTION OF DATA & INFORMATION:
(A)PRIMARY DATA:
A Structured Questionnaire was prepared to collect primary data from employees of the
Syndicate Bank, Agra. For this, I used SURVEY METHOD. This method was adopted
because it helped in securing detail information from a sample of respondents.

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The facts collected through Questionnaire was corroborated by conducting personal
interviews of the officials of this Bank.
(B) SECONDARY DATA:
I have also used the secondary data, which included the written document of the many
banks.
INTERNET,
PAPERS & RECORDS,
BOOKS,
REPORTS,
JOURNALS,
MAGAZINES…etc,…
The data collected from the above mentioned sources helped me in getting
information about the ― GRIEVANCE REDRESSAL MECHANISM‖.
3. STATISTICAL TECHNIQUES:
To analyze the data necessary statistical techniques like average dispersion, correlation
and sampling test was used so as to draw right conclusions.

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CHAPTER 3: PROFILE OF SYNDICATE BANK.
1. HISTORY OF THE SYNDICATE BANK:
a) INCEPTION: Syndicate Bank was established in 1925 in Udupi, the abode
of Lord Krishna in coastal Karnataka with a capital of Rs. 8000/- by three
visionaries – Sri Upendra Ananth Pai, a businessman, Sri Vaman Kudva,
an engineer and Dr. TMA Pai, a physician – who shared a strong
commitment to social welfare. It was then named as ‗Canara Industrial
Banking and Syndicate Ltd. Their objective was primarily to extend
financial assistance to the local weavers who were crippled by a crisis in
the handloom industry through mobilizing small savings from the
community. The Bank collected as low as 2 annas daily at the doorsteps of
the depositors through its Agents under its Pigmy Deposit Scheme started
in 1928. This scheme is the Bank‘s brand equity today and the Bank
collects around Rs. 2 crore per day under the scheme.
The Bank is well equipped to meet the challenges of the 21st Century in the
areas of information technology, knowledge and competition. A
comprehensive IT plan is being put in place and the skills and knowledge
of the Bank‘s personnel are being upgraded through a variety of training
programmes to promote customer delight in every sphere of its activity.
The Bank has launched an ambitious technology plan called centralized
Banking Solution (CBS) whereby 500 of our strategic branches with their
ATMs are being networked nationwide over a 4 year period. The Bank is
pioneer among Public Sector Banks on launching CBS. The Bank has

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already achieved CBS implementation among all branches. Thus, the Bank
is 100% CBS enabled.
(b) THE GROWTH STORY:
The growth story consists of many memorable milestones which the Bank achieved in a
85 years journey. After the three years of establishment, that is, in the year 1928, the

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bank came up with Pigmy Deposit Scheme, in which it collected as little as 2 annas per
day, at the doorsteps of the depositors through its agents. The scheme existing till date,
earns the bank a sum of Rs. 2 crore daily. In the same year, Syndicate Bank opened its
first branch at Brahmavar in Dakshna Kannada District. It became a member of the
Clearing House for the first time at Bombay in 1937. Almost a decade later, Syndicate
Bank opened 29 branches in a single day in rural areas. Its 100th bank was opened in
Ilkal in Karnataka in 1957.
The Bank with its socio-economic aim was making extensive growth and
advancement and entered foreign exchange business by opening Foreign Exchange
Department at Bombay. In 1964, the bank changed its name from ―Canara Industrial
and Banking Syndicate Ltd.‖ To ―Syndicate Bank Limited‖ and the head office was also
shifted from Udupi to Manipal. The bank had then set up an Economic Research
Department, being one of the first few Banks to emphasize on research in Banking, even
before nationalization. The Bank installed first Data Processing Machine at the Head
Office.The Bank was nationalized in the year 1969 under the Banking Companies
(Acquisition and Transfer of Undertakings) Act, 1970s. In 1971, it opened the first
specialized branch in Foreign Exchange, in Delhi. Five years later, it opened its first
overseas branch at London.
In 1984, Syndicate Bank opened its 1000th branch in Hauz Khas, Delhi. Then, in the year
1987, In House Computer at H.O. was upgraded to ICIM 6000/40. In 1989, Syndicate
Bank opened its 1500th branch in Kanakumbi. In 1991, bank established connectivity to
SWIFT. After two years, that is, in 1993 the First totally computerized branch was made
operational at Nehru Place in Delhi. In 1996, First Telebanking facility was introduced
at South Block Branch New Delhi. In the same year the bank installed First ATM at
Gandhi Nagar, Bangalore. After a year, in 1997, the bank launched its website. In 1998,
the bank joined Indian Financial Network (INFINET) and VSAT Network. In 1999, bank
raised a capital of Rs. 125 crore from its more than 4 lakh shareholders. Next year, in
2000, the bank established its first specialized capital market services, at Mumbai. In

25
2001, Centralized Banking Solution (CBS) under the branch name ―Syndicate-e-
Banking‖ was launched. In 2003, Syndicate Bank entered into a MOU with Bajaj Allianz,
for distribution of Life Insurance products. In 2004, bank amalgamated with United
India Insurance Co. Ltd. for distribution of Non-Life Insurance products.
In 2004, the bank also started utility bill payment services through internet
banking introduced. In 2005, the bank commenced the online reservation of railway
tickets through Indian Railway Catering and Tourism Corporation Ltd. for its
customers. It was during this time that it entered into a MOU with SFAC for promoting
of investments in Agri-business products. The 2000th branch was opened at Tondiarpet,
Chennai, in 2006. In the same year, the bank commenced the first BPO outfit of a
Nationalized Bank, SyndBank Services Ltd.. This was a wholly owned subsidiary of
Syndicate Bank. In the year 2008, the branch network expanded to all states and UTs
except Manipur & Daman Dui. After 2 years, that is during 2010-2011 the bank opened
135 branches under the Financial Inclusion programme of the Govt. of India.
Thus, with the age of progressive banking, Syndicate Bank has created a name
for itself in the last 85 years. Rooted in rural India, the Bank has a clear picture of the
grass root realities and a vision of future India. Syndicate Bank‘s unique principle of
mutual development, of both the Bank and the people, has won it a long list of clientele,
which includes both the rural and the semi-urban class.
Bank has been conferred “Best Bank Award” amongst all the Banks in
the RSETI movement by Sri Jairam Ramesh, Hon‘ble Minister for Rural Development,
Government of India. Bank has been awarded Banking Excellence Award 2013 for the
second best public Bank in overall performance by State forum of Bankers Club Kerala.
Bank has been awarded for Record Breaking Performance during Synd LIC Saptah (2 to
7 December 2013) by marketing 15119 policies Highest by any of the Bancassurance
Partners during a week by Life Insurance Corporation of India
2. OBJECTIVES OF THE SYNDICATE BANK:

26
 To provide credit for purchase of power toolkits and need-based working capital
to the artisans, enabling them to upgrade the level of technology and improve
their work efficiency.
 Apart from need based credit from the Bank, the prospective borrowers under
the scheme will get the additional benefits offered by M/s MICO BOSCH, such
as extended warranty & servicing, free training in using the power tool kits,
special reduced prices for toolkits etc.
3. ORGANIZATION & MANAGEMENT OF THE BANK:
ORGANIZATION CHART:
1. Corporate Credit Division – I (CCD- I) 9.priority Sector Credit Dept
2. Corporate Credit Division – II (CCD-II)Dept 10. Premises & Maintenance
3. Retail Banking Department officer 11. General Administeration
4. Planning & development dept 12. Central Accounts & Legal
5. Recoveries Dept. 13. Personnel Department
6. Dept. of information Technology 14. Inspection Department
7. Risk Management & Monitoring Dept. 15. Vigilance Department
8. Treasury & International Banking Division
BOARD OF DIRECTOR
CHAIRMAN &MANAGING
DIRECTOR
EXECUTIVE DIRECTOR
GENERAL MANGERS
REGIONAL OFFICES
BRANCHES

27
MANAGEMENT:
Chairman & Managing Director = Shri Sudhir Kumar Jain
Executive Directors = Shri M Anjaneya Prasad & Shri T K Srivastava
Directors = Shri H. Pradeep Rao - Govt. Director
Shri M Rajeshwar Rao - RBI Director
Shri Sankaran Bhaskar Iyer - Workman Director
Shri Sanjay Anant Manjrekar - Officer Director
Shri Dilip Kumar Saxena - CA Director
Shri Jagdish Raj Shrimali
Shri Ramesh L Adige
Shri. C R Naseer Ahamed
Shri Anand K Pandit
Ms. Jasleenn Suri
Shri Atul Ashok Galande - Shareholder Director

28
CHAPTER 4: PROCEDURAL & STATUTORY FRAMEWORK FOR
GRIEVANCE HANDLING AT SYNDICATE BANK (AGRA BRANCHES)
(A). Employee Grievance Redressal Mechanism in Syndicate Bank
Syndicate Bank has been maintaining good and cordial employee relations. The
grievances of employees either individual or relating to terms & conditions of Service
are redressed arriving at amicable solutions /understandings within the broad canvass
of Bank's Corporate objectives.
Mechanism for Redressal of Individual Grievances:
At Branch Level:
Branch Managers/ Branch Heads convene periodical staff meetings of Officers
and Staff members and discuss with them the problems of respective departments/
sections and redress their grievances. The meeting is held at least once in a month.
At Regional Office Level :
If the employees are not satisfied with regard to the redressal of their grievances
at the Branch Level, they may represent to their respective Regional Office.
Mechanism for redressal of grievances at Head Office pertaining to individual
grievances /Service Conditions:
These issues are periodically discussed with the representatives of the
recognized / majority Association of Officers and the Union of Workmen. The
discussions held between the representatives of the Associations / Unions and the
Management are implemented as agreed upon during the Joint Meetings. Such Joint
Meetings are held at Apex level. Individual grievances are also taken up by the
Association/ Union.
Mini Joint Meetings at Regional Office level between the Regional Heads and
Zonal / State Committee Members of the Majority Associations / Unions are proposed

29
to be held for discussing among other things the grievances of employees and find out
solutions.
As per recent Government of India guidelines, a committee headed by Chairman
& Managing Director is being formed to monitor the performance of Employee
Grievance Redressal in Syndicate Bank.
(B). EXTERNAL GRIEVANCE REDRESSAL MACHINERY
If the grievance of employees of the Syndicate Bank are not redressed or resolved on
internal basis, then they go for external grievance redressal machinery.
Under the external grievance redressal machinery, the employees can get their
grievances resolved through the following authorities :
1. Conciliation Officers
2. Boards of Conciliation
3. Courts of Inquiry
4. Labor Courts
5. Industrial Tribunals
6. National Tribunals
1.Conciliation Officers (Sec. 4)
The appropriate Government may, by notification in the Official Gazette, appoint such
number of persons as it thinks fit to be Conciliation Officers. The duty of the Conciliation
Officers shall be to mediate in and promote the settlement of industrial disputes [Sec. 4 (1)].
Appointment.
A Conciliation Officer may be appointed for a specified area or for specified
industries in a specified area or for one or more specified industries. He may be appointed
either permanently or for a limited period [Sec. 4 (2)]. He shall be deemed to be a public
servant within the meaning of Sec. 21 of the Indian Penal Code, 1860 [Sec. 11 (6)].
Duties(Sec. 12).

30
(1) To hold conciliation proceedings.
(2) To investigate the dispute.
(3) To send a report and memorandum of settlement to appropriate
Government.
(4) To send a full report to the appropriate Government setting forth the
steps taken by him in case no settlement is arrived at.
Time for the submission of the report. The report by the Conciliation Officer
shall be submitted within 14 days of the commencement of the conciliation proceedings or
within such shorter period as may be fixed by the appropriate Government [Sec. 12 (6)].
Powers.
(1) Power to enter premises.
(2) Power to call for and inspect documents.
2.BoardsofConciliation(Sec.5)
Appointment and constitution. The appropriate Government may as occasion
arises, by notification in the Official Gazette, constitute a Board of Conciliation (hereinafter
called the Board) for promoting the settlement of an industrial dispute (Sec. 5 (1)].
The Board shall consist of a chairman and 2 or 4 other members, as the
appropriate Government thinks fit [Sec. 5 (2)]. The chairman shall be an independent person
[For the definition of 'independent person', refer to Sec. 2 (i)]. The other members shall be
persons appointed in equal number to represent the parties to the dispute. A person
appointed to represent a party shall be appointed on the recommendation of that party
[Sec. 5 (3)]. But if any party fails to make a recommendation within the prescribed period,
the appropriate Government shall appoint such persons as it thinks fit to represent that
party [Proviso to Sec. 5 (3)].
A Board, having the prescribed quorum, may act, notwithstanding the absence of the
chairman or any of its members or any vacancy in its number [Sec. 5 (4)]. But if the

31
appropriate Government notifies the Board that the services of the chairman or any other
member have ceased to be available, the Board shall not act until a new chairman or
member, as the case may be, has been appointed [Proviso to Sec. 5 (4)].
Reference of dispute. Where the appropriate Government is of opinion that any
industrial dispute exists or is apprehended, it may at any time, by order in writing, refer the
dispute to a Board of Conciliation for promoting a settlement thereof [Sec. 10 (1) (a)].
Where the parties to an industrial dispute apply in the prescribed manner, whether
jointly or separately, for a reference of the dispute to a Board, the appropriate Government,
if satisfied that the persons applying represent the majority of each party, shall make the
reference accordingly [Sec. 10 (2)].
Prohibition of strike or lock-out. Where an industrial dispute has been referred to a
Board under Sec. 10, the appropriate Government may by order prohibit the continuance of any
strike or lock-out in connection with such dispute which may be in existence on the date of the
reference (Sec. 10 (3)].
Duties:
(1) To bring about a settlement of the dispute.
(2) To send a report and memorandum of settlement to the appropriate
Government.
(3) To send a full report to the appropriate Government setting forth the
steps taken by the Board in case no settlement is arrived at.
(4) To communicate reasons to the parties if no further reference made.
(5) To submit report within 2 months.
Report of the Board must be in writing and to be signed and its publication.
The report of the Board shall be in writing and shall be signed by all the members of the
Board. A member of the Board may record any minute of dissent from a report or from
any recommendation made therein (Sec. 16 (1)]. Further the report together with the

32
minute of dissent recorded therewith shall be published by the appropriate
Government within 30 days from the receipt thereof [Sec. 17 (1)].
Powers:
(2) Powers of Civil Court. A Board shall have the same powers as are vested in a
Civil Court under the. Code of Civil Procedure, 1908, when trying a suit in respect of
the following matters, namely—
(a) Enforcing the attendance of any person and examining him on oath;
(b) Compelling the production of documents and material objects ;
(c) Issuing commissions for the examination of witnesses ;
(d) In respect of such other matters as may be prescribed.
Every inquiry or investigation by a Board shall be deemed to be a judicial
proceeding within the meaning of Secs. 193 and 228 of the Indian Penal Code, 1860 [Sec.
11(3)].
All members of a Board shall be deemed to be public servants within the
meaning of Sec. 21 of the Indian Penal Code, 1860 [Sec. 11 (6)].
Subject to any rules that may be made in this behalf, a Board shall follow such
procedure as it may think fit [Sec. 11(1)].
3.Courts of Inquiry (Sec. 6)
Appointment and constitution. The appropriate Government may, by
notification in the Official Gazette, constitute a Court of Inquiry [hereinafter called the
Court) for inquiring into any matter appearing to be connected with or relevant to an
industrial dispute [Sec. 6 (1)]. A Court may consist of one independent person (For the
definition of 'independent person', refer to Sec. 2 (i)] or of such number of independent
persons as the appropriate Government may think fit.) Where a Court consists of 2 or
more members, one of them shall be appointed as the chairman (Sec. 6 (2)].

33
A Court, having the prescribed quorum, may act notwithstanding the absence of
the chairman, or any of its members or any vacancy in its number [Sec. 6 (3)]. But if the
appropriate Government notifies the Court that the services of the chairman have
ceased to be available, the Court shall not act until a new chairman has been appointed
[Proviso to Sec. 6 (3)].
All members of the Court shall be deemed to be public servants within the
meaning of Sec. 21 of the Indian Penal Code, 1860 [Sec. 11 (6)].
Reference of dispute. Where the appropriate Government is of opinion that any
industrial dispute exists or is apprehended, it may at any time, by order in writing, refer
any matter appearing to be connected with or relevant to the dispute to a Court for
inquiry (Sec. 10 (1) (b)].
Where the parties to an industrial dispute apply in the prescribed manner,
whether jointly or separately, for a reference of the dispute to a Court, the appropriate
Government, if satisfied that the persons applying represent the majority of each party,
shall make the reference accordingly [Sec. 10(2)].
Subject to any rules that may be made in this behalf, the Court shall follow such
procedure as it may think fit [Sec. 11 (1)].
Duties. A Court shall inquire into the matters referred to it and report thereon to
the appropriate Government ordinarily within a period of 6 months from the
commencement of its inquiry (Sec. 14).
The report of the Court shall be in writing and signed by all the members of the
Court. Any member of the Court may record any minute of dissent from a report or
from any recommendation therein [Sec. 16 (1)|. The report together with any minute of
dissent recorded therewith shall be published within a period of 30 days of its receipt
by the appropriate Government [Sec. 17 (1)].
The duty of a Court is to abide by the principle of fair play and justice.
Powers:

34
(2) Powers of Civil Court. A Court shall have the same powers as are vested in a
Civil Court under the Code of Civil Procedure, 1908, when trying a suit in respect of the
following matters, namely—
(a) Enforcing the attendance of any person and examining him on oath ;
(b) Compelling the production of documents and material objects :
(c))Issuing commissions for the examination of witnesses ; and
Every inquiry or investigation by a Court shall be deemed to be a judicial
proceeding within the meaning of Secs. 193 and 228 of the Indian Penal Code, 1860 [Sec.
11(3)].
A Court may, if it so thinks fit, appoint one or more persons having special
knowledge of the matter under consideration as assessor or assessors to advise it in the
proceeding before it [Sec. 11(5)].
4. Labour Courts (Sec. 7)
notification in the Official Gazette, constitute one or more Labour Courts for
adjudication of industrial disputes relating to any matters specified in the Second
Schedule (reproduced below). These Courts shall also perform such other functions as
may be assigned to them [Sec.7 (1)].
THE SECOND SCHEDULE
(See Sec. 7)
Matters within the jurisdiction of Labour Courts

35
1. The propriety or legality of an order passed by an employer under the standing
orders;
2. The application and interpretation of standing orders;
3. Discharge or dismissal of workmen including reinstatement or grant of relief to
workmen wrongfully dismissed;
4. Withdrawal of any customary concession or privilege;
5. Illegality or otherwise of a strike or lock-out; and
6. All matters other than those specified in the Third Schedule.
A Labour Court shall consist of one person only to be appointed by the
appropriate Government [Sec. 7 (2)].
Qualifications. A person shall not be qualified for appointment as the presiding
officer of a Labour Court, unless—
(a) he is, or has been a Judge of a High Court ; or
(b) he has, for a period of not less than 3 years, been a District Judge or an
Additional District Judge ; or
(c) he has held any judicial office in India for not less than 7 years ; or
(d) he has been the presiding officer of a Labour Court constituted under any
Provincial Act for not less than 5 years [Sec. 7 (3)].
The presiding officer of a Labour Court shall be deemed to be a public servant
within the meaning of Sec. 21 of the Indian Penal Code, 1860 [Sec. 11 (6)].
Disqualifications. Sec. 7-C provides that no person shall be appointed to, or
continue in, the office of the presiding officer of a Labour Court, if (a) he is not an
independent person ; or (b) he has attained the age of 65 years.
Reference of disputes. Where the appropriate Government is of opinion that any

36
the dispute or any matter appearing to be connected with or relevant to, the dispute to a
Labour Court for adjudication. The matter must however relate to any matter specified
in the Second Schedule [Sec. 10 (1) (c)]. Where the dispute relates to any matter
specified in the Third Schedule and is not likely to affect more than 100 workmen, the
appropriate Government may, if it so thinks fit, make the reference to a Labour Court
[Proviso 1 to Sec. 10 (1)].
Subject to any rules that may be made in this behalf, a Labour Court shall follow
such procedure as it may think fit (Sec. 11 (1)].
Duties:
(1) To adjudicate upon industrial disputes relating to matters specified in the
Second Schedule.
(2) To give award within the specified period.
Award to be in writing and signed and its publication. The award of a Labour
Court shall be in writing and shall be signed by its presiding officer [Sec. 16 (2)1. It
shall, within a period of 30 days from the date of its receipt by the appropriate
Government, be published in such manner as the appropriate Government thinks fit
[Sec. 17 (1)].
Powers:
(2) Powers of Civil Court. A Labour Court shall have the same powers as are
vested in a Civil Court under the Code of Civil Procedure, 1908, when trying a suit in
respect of the following matters, namely —
(a) enforcing the attendance of any person and examining him on oath ;
(b) compelling the production of documents and material objects ;
(c) issuing commissions for the examination of witnesses ; and
(d) in respect of such other matters as may be prescribed.

37
Prohibition of strike or lock-out. Where an industrial dispute has been referred
to a Labour Court, the appropriate Government may by order prohibit the continuance
of any strike or lock-out in connection with such dispute which may be in existence on
the date of the reference [Sec. 10 (3)]
Costs of the proceeding. Subject to any rules made under this Act, the costs of,
and incidental to any, proceeding before a Labour Court shall be in the discretion of the
Labour Court. It shall have full power to determine by and to whom and to what extent
and subject to what conditions, if any. such costs are to be paid. It shall also have the
power to give all the necessary directions for the purposes aforesaid. These costs may,
on application made to the appropriate Government by the person entitled, be
recovered by that Government in the same manner as an arrear of land revenue [Sec. 11
(7)].
Labour Court deemed to be a Civil Court. Every Labour Court shall be deemed
to be a Civil Court for the purposes of Secs. 345, 346 and 348 of the Code of Criminal
Procedure, 1973 (Sec. 11(8)].
5. Industrial Tribunals (Sec. 7-A)
notification in the Official Gazette, constitute one or more Industrial Tribunals
(hereinafter called the Tribunal) for the adjudication of industrial disputes relating to
any matter, whether specified in the Second Schedule or the Third Schedule
(reproduced below) and for performing such other functions as may be assigned to
them under this Act [Sec. 7-A (l)].
THE THIRD SCHEDULE
(See Sec. 7-A)
Matters within the jurisdiction of Industrial Tribunal
1. Wages, including the period and mode of payment;
2. Compensatory and other allowances;

38
3. Hours of work and rest intervals;
4. Leave with wages and holidays;
5. Bonus, profit-sharing, provident fund and gratuity;
6. Shift working otherwise than in accordance with standing orders;
7. Classification by grades;
8. Rules of discipline;
9. Rationalization;
10. Retrenchment of workmen and closure of establishment;
11. Any other matter that may be prescribed.
The Tribunal shall consist of one person only to be appointed by the appropriate
Government [Sec. 7-A (2)].
officer of the Tribunal, unless
(a) he is, or has been, a Judge of a High Court ; or
(b) he has, for a period of not less than 3 years, been a District Judge or an
Additional District Judge [Sec. 7-A(3)|.
The presiding officer of a Tribunal shall be deemed to be a public servant within
the meaning of Sec. 21 of the Indian Penal Code, I860 [Sec. 11 (6)].
The appropriate Government may, if it so thinks fit, appoint 2 persons as
assessors to advise the Tribunal in the proceedings before it [Sec. 7-A (4)].
Disqualifications. No person shall be appointed to or continue in the office of
the presiding officer of a Tribunal, if (a) he is not an independent person ; or (b) he has
attained the age of 65 years (Sec. 7-C).
Reference of disputes. Where the appropriate Government is of opinion that any

39
the dispute or any matter appearing to be connected with, or relevant to the dispute,
whether it relates to any matter specified in the Second Schedule or the Third Schedule,
to a Tribunal for adjudication [Sec. 10(1)(d)].
whether jointly or separately, for a reference of the dispute to a Tribunal, the
appropriate Government, if satisfied that the persons applying represent the majority of
each party, shall make the reference accordingly [Sec. 10 (2)].
Procedure of Tribunal. Subject to any rules that may be made in this behalf, a
Tribunal shall follow such procedure as it may think fit [Sec. 11 (1)].
to a Tribunal, the appropriate Government may by order prohibit the continuance of
any strike or lockout in connection with such dispute which may be in existence on the
date of the reference [Sec. 10(3)].
Duties. Where an industrial dispute has been referred to a Tribunal for
adjudication, it shall hold its proceedings expeditiously and shall, within the period
specified in the order referring such industrial dispute, submit its award to the
appropriate Government (Sec. 15). The period may be extended under Proviso 2 to Sec.
10 (2-A).
Award to be in writing and signed and its publication. The award of a Tribunal
shall be in writing and shall be signed by its presiding officer [Sec. 16 (2)]. It shall,
within a period of 30 days from the date of its receipt by the appropriate Government,
be published in such manner as the appropriate Government may think fit (Sec. 17 (1)].
Powers:
(2) Powers of Civil Court. A Tribunal shall have the same powers as are vested
in a Civil Court under the Code of Civil Procedure, 1908, when trying a suit in respect
of the following matters, namely:

40
(a) Enforcing the attendance of any person and examining him on oath ;
(c) Issuing commissions for the examination of witnesses ; and
(d) in respect of such other matters as may be prescribed.
(3) Power to appoint assessors.
(4) Power to award costs.
3. National Tribunal (Sec. 7-B)
Appointment and constitution. The Central Government may, by notification in
the Official Gazette, constitute one or more National Industrial Tribunals for the
adjudication of industrial disputes which, in the opinion of the Central Government,
involve questions of national importance or are of such a nature that industrial
establishments situated in more than one State are likely to be interested in, or affected
by, such disputes (Sec. 7-B (1)).
A National Tribunal shall consist of one person only to be appointed by the
Central Government [Sec. 7-B (2)].
officer of a National Tribunal unless he is , or has been, a Judge of a High Court [Sec. 7-
B (3)].
The Central Government may, if it so thinks fit, appoint 2 persons as assessors to
advise the National Tribunal in the proceeding before it (Sec. 7-B (4)1].
The presiding officer of a National Tribunal shall be deemed to be a public
servant within the meaning of Sec. 21 of the Indian Penal Code, 1860 [Sec. 11 (6)].

41
Disqualifications. No person shall be appointed to, or continue in the office of
the presiding officer of a National Tribunal, if (a) he is not an independent person ; or
(b) he has attained the age of 65 years (Sec. 7-C).
Reference of disputes. Sometimes the Central Government may be of opinion
that any industrial dispute exists or is apprehended and the dispute involves any
question of national importance or is of such a nature that industrial establishments
situated in more than one State are likely to be interested in, or affected by, such dispute
and the dispute should be adjudicated by a National Tribunal. In such a case the
Central Government may, whether or not it is the appropriate Government in relation
to that dispute, at any time, by order in writing, refer the dispute or any matter
appearing to be connected with or relevant to, the dispute, whether it relates to any
matter specified in the Second Schedule or the Third Schedule, to a National Tribunal
for adjudication (Sec. 10 (l-A)].
whether jointly or separately, for a reference of the dispute to a National Tribunal, the
appropriate Government, if satisfied that persons applying represent the majority of
each party, shall make the reference accordingly [Sec. 10 (2)].
Subject to any rules that may be made in this behalf, a National Tribunal shall
follow such procedure as it may think fit [Sec. 11 (1)].
Jurisdiction of Labour Court and Industrial Tribunal to cease on a reference
made to National Tribunal. Where any reference has been made under Sec. 10 (1-A) to
a National Tribunal, then notwithstanding anything contained in the Act, no Labour
Court or Tribunal shall have jurisdiction to adjudicate upon any matter which is under
adjudication before the National Tribunal.
If the matter under adjudication before the National Tribunal is pending in a
proceeding before a Labour Court or Industrial Tribunal, the proceeding before the
Labour Court or the Industrial Tribunal, as the case may be, in so far as it relates to such

42
matter, shall be deemed to have been quashed on such reference to the National
Tribunal. Further it shall not be lawful for the appropriate Government to refer the
matter under adjudication before the National Tribunal, to any Labour Court or
Industrial Tribunal for adjudication during the pendency of the proceeding in relation
to such matter before the National Tribunal, (Sec. 10 (6)].
'Labour Court' or Tribunal' in Sec. 10 (6) includes any Court or Tribunal or other
authority constituted under any law relating to investigation and settlement of
industrial disputes in force in any State [Explanation to Sec. 10 (6)].
to a National Tribunal under Sec. 10, the appropriate Government may by order
prohibit the continuance of any strike or lock-out in connection with such dispute
which may be in existence on the date of the reference [Sec. 10 (3)].
Duties. Where an industrial dispute has been referred to a National Tribunal for
adjudication, it shall hold its proceedings expeditiously. Further, it shall, within the
period specified in the order referring such industrial dispute, submit its award to the
appropriate Government (Sec. 15). The period may be extended under Proviso 2 to Sec.
10 (2-A).
Award to be in writing and signed and its publication. The award shall be in
writing and shall be signed by the presiding officer of the National Tribunal [Sec. 16
(2)]. It shall, within a period of 30 days from the date of its receipt by the appropriate
Government, be published in such manner as the appropriate Government thinks fit
[Sec. 17 (1)].
Powers:
(2) Powers of Civil Court. A National Tribunal shall have the same powers as are
vested in a Civil Court under the Code of Civil Procedure. 1908, when trying a suit, in
respect of the following matters, namely ;

43
(a) Enforcing the attendance of any person and examining him on oath;
(c) Issuing commissions for the examination of witnesses ; or
Every inquiry or investigation by a National Tribunal shall be deemed to a
judicial proceeding within the meaning of Secs. 193 and 228 of the Indian Penal Code,
1860 [Sec. 11 (3)].
(3) Power to appoint assessors.
(4) Power to award costs.
Every National Tribunal shall be deemed to be Civil Court for the purposes of
Secs. 345, 346 and 348 of the Code of Criminal Procedure, 1973 [Sec. 11 (8)].

44
CHAPTER 5: DATA PRESENTATION, ANALYSIS & INTERPRETATION OF
DATA
1. Distribution of respondents based on age:
S.I. No. Age Age
1 26-30 17
2 31 & above 33
Total 50
Inference: From the above table it is inferred that 34% of respondents are between the age group 26-
30 and 66% are between the age group 31 & above.
2. Distribution of respondents based on qualification
S.I. No. Qualification Frequency Percentage
1 Higher Secondary 5 10
2 Under Graduate 12 24
3 Post Graduate 33 66
Total 50 100
Inference: From the above table it is inferred that 10% of respondents are qualified up to higher
secondary, 24% of respondents are under graduate and 66% are post graduate.
0
20
40
26-30 31 & above

45
3. Distribution of respondents about the various causes of grievances:
S.I.
No.
Causes of grievances No of
respondents
Percenta
ge
1 TYPE 1=Working condition 41 82
2 TYPE 2=Partial treatment in placement, transfer, training,
etc,.
9 18
3 TYPE 3=Non adherence of various labor laws 0 0
Total 50 100
4. Distribution of respondents towards awareness of communities:
S.I. No. Awareness of committees Frequency Percentage
1 yes 50 100
Total 50 100
0%
50%
100%
Higher
Secondary
Under
Graduate
Post Graduate
qualification
qualification
0%
50%
100%
TYPE 1 TYPE 2 TYPE 3

46
Inference: From the above table it is inferred that 100% of respondents are aware of the various
committees that are framed for redressing their grievance
5. Distribution of respondents towards awareness of the weekly/monthly meeting of
various committees:
S.I. No. Awareness of weekly/monthly meetings of various committees Frequency %
1 Yes 50 100
Total 50 100
Inference: It can be inferred that, 100% of respondents were aware of the weekly/monthly meeting of
various committees.
6. Distribution of respondents towards real basis of identification of their grievance:
S.I. No. Real basis Frequency Percentage
1 Strongly agree 31 62
2 agree 19 38
total 50 100
0%
50%
100%
150%
Yes
various committees
various committees
0%
100%
200%
yes
Awareness of weekly/monthly meeting of various committees
Awareness of
weekly/monthly meeting of
various committees

47
Inference: From the above table it is inferred that 62% of respondents strongly agree that real basis is
identified & 38% of respondents agree that real basis is identified.
7. Distribution of respondents regarding to the complaints to the higher authority:
S.I. No. Complaint to higher
authority
No. of respondents Percentage
1 Listen patiently 50 100
Total 50 100
Inference: From the above table it is inferred that 100% of respondents are satisfied that his grievance
listen patiently by the higher authority.
8. Distribution of respondents on the basis of importance given to what is right rather
than who is right:
S.I. No. Importance given to what is right rather than who is right No of respondents %
1 Yes 43 86
2 No 7 14
Total 50 100
0%
20%
40%
60%
80%
strongly agree agree
Real basis of identification
Real basis of
identification
0%
50%
100%
150%
Listen patiently
Complaint to higher authority
Complaint to
higher authority

48
Inference: this is to infer that 86% of respondents were agree that importance given to what is right
rather than who is right.
9. Distribution of respondents based on constantly informed on what is being done
about your grievance:
S.I. No. Constantly informed on what is being
done about your grievances
No of respondents percentage
1 Very often being informed 39 78
2 Seldom being informed 10 20
3 Does not inform at all 1 2
Total 50 100
0%
50%
100%
Yes No
Importance given to what is right
rather than who is right
Importance given to what
is right rather than who is
right
0%
50%
100%
Very often
being
informed
Seldom being
informed
Does not
inform at all
Constantly informed on what is being done about your
grievances
Constantly informed on
what is being done about
your grievances

49
10. Distribution of respondents on the basis that is an atmosphere of cooperation
facilitated through mutual discussion and conference:
S.I. No. Cooperation facilitated through
mutual discussion and conference
1 yes 50 100
Inference: this is inferred that 100% of respondents believe that there is an atmosphere of cooperation
facilitated through mutual discussion and conference.
11. Distribution of respondents on the basis of positive and friendly approach during
grievance handling:
S.I. No. Positive & friendly approach during
grievance handling
1 yes 50 100
total 50 100
Inference: from the above table it is inferred that 100% of respondents believe that there is positive and
friendly approach during grievance handling
0%
50%
100%
150%
yes
cooperation facilitated through mutual discussion
0%
50%
100%
150%
yes
positive and friendly approach during grievance
handling
possitive and friendly
approach during
grievance handling

50
12. Distribution of respondents regarding regular follow up to ensure that the right
decision has ended up in satisfaction:
S.I.
No.
Regular follow up to ensure that right decision has ended up in
satisfaction
No of
respondents
Percentage
1 Yes 50 100
Total 50 100
Inference: from the above table it is inferred that there are 100% of respondents who said that there is
regular follow up to ensure that the right decision has ended up in satisfaction.
13. Distribution of respondents regarding temporary relief:
S.I. No. Temporary relief No. of respondents percentage
1 yes 28 56
2 No 22 44
Total 50 100
Inference: From the above table it is inferred that 56% of respondents state that they are being
provided with temporary relief and 44% stating they are not being provided relief.
0%
100%
200%
Yes
Regular follow up to ensure that the right decision
has ended up in satisfaction
Regular follow up to
ensure that the right
decision has ended up
in satisfaction
0%
20%
40%
60%
Yes No
temporary relief
temporary relief

51
14. Distribution of respondents towards mechanism followed resolves grievance or not
S.I. No. Mechanism Resolve
grievances or not
No. of respondents Percentage
1 Yes 50 100
Total 50 100
Inference: From the above table it is inferred that 100% of respondents agree that mechanism resolves
grievances
15. Distribution of respondents regarding whom they redress for grievance:
S.I. No. Go to court No. of respondents percentage
1 yes 19 38
2 no 31 62
Total 50 100
Inference: From the above table it is inferred that 38% of respondents go to court for redressing
grievances and 62% of respondents not go to court.
Distribution of respondents regarding whom they redress for grievance
Go to court
0%
50%
100%
150%
Yes
Mechanism Resolve grievances or not
Mechanism Resolve
grievances or not

52
16. Distribution of respondents towards the maintaining the record of grievance:
S.I. No. Maintain the record of grievance No of respondent percentage
1 Yes 26 52
2 No 24 48
Total 50 100
Inference: From the above table it is inferred that 52% of respondents maintain the record and 48% of
respondents
Distribution of respondents towards the maintaining the record of grievance
0
10
20
30
40
yes no
23
24
25
26
27
yes no

53
CHAPTER 6: CONCLUSION & SUGGESTION
SUGGESTIONS AND RECOMMENDATIONS
1) Job descriptions, responsibilities should be as clear as possible. Everyone
should be informed of company‘s goals and expectation including what is
expected from each individual.
2) Informal counseling helps to address and manage grievances in the
workplace
3) Conflict management in the organization will be helpful to reduce the
number of grievance rates.
4) Open door policy can be used. The barriers that exist between the various
categories are to some extent broken by personal contact and mutual
understanding.
5) Suggestion boxes can be installed. This brings the problem or conflict of
interest to light.
6) Accident rates, Requests for Transfers, Resignations, and disciplinary
cases should be analyzed since they reveal the general patterns that are
not apparent.
CONCLUSION
The study reveals that the Grievance Handling Mechanism is satisfactory.
The organization is recognizing the importance of satisfying the employees
and rating them. Further improvements can be made so that all members are
highly satisfied with the procedure. The suggestions and recommendations
when implemented will still move benefit the organization

54
QUESTIONNAIRE
“A study of Grievance Handling Procedure in Banks with special reference to
Syndicate Bank Agra”
1. Name
2. Gender
i. Male [ ]
ii. Female [ ]
3. Age:
i. 19-25 [ ]
ii. 26-30 [ ]
iii. 31& above [ ]
4. Educational qualification:
i. Higher Secondary [ ]
ii. Diploma [ ]
iii. Under Graduate [ ]
iv. Post Graduate [ ]
5. What are the various causes of grievances
i. Working condition [ ]
ii. Partial treatment in placement, transfer, training, promotion.[ ]
iii. Non adherence of various labor laws such as:
 Industrial Dispute Act [ ]
 Bonus Act [ ]
 Maternity Benefit Act [ ]
 Gratuity Act [ ]
 Provident Fund & Misc. Provision Act [ ]

55
 Various Bipartite Settlements [ ]
6. Are you aware of the various committees that redress the grievance?
i. Yes [ ]
ii. No [ ]
7. If yes for above question kindly list out the various committees available
8. Are you aware of the weekly/monthly meetings of the various committees
which are being held?
i. Yes [ ]
ii. No [ ]
9. In case the grievance has to be immediately redressed to whom do you
communicate?
10. Is the real basis of your problem identified?
i. Strongly agree [ ]
ii. Agree [ ]
iii. Disagree [ ]
iv. Strongly disagree [ ]
11. Does your higher authority listen when your grievances is presented?
i. Listen patiently [ ]
ii. Shouts at you [ ]
iii. Does not listen at all [ ]
12. Is importance given to what is right rather than who is right
i. Yes [ ]
ii. No [ ]
13. Are you constantly informed on what is being done about your grievance?
i. Very often being informed [ ]
ii. Seldom being informed [ ]
iii. Does not inform at all [ ]

56
14. Is an atmosphere of cordiality and co-operation facilitated through mutual
discussion and conference?
i. Yes [ ]
ii. No [ ]
15. Is there is a positive and friendly approach during grievance handling?
i. Yes [ ]
ii. No [ ]
16. Is there regular follow up to ensure that the right discussion has ended up in
satisfaction?
i. Yes [ ]
ii. No [ ]
17. Is there any temporary relief provided until proper decision is made so that it
does not raise any adverse effects within the organization?
i. Yes [ ]
ii. No [ ]
18. Do the various committee members actively engage in resolving your problem?
i. Yes [ ]
ii. No [ ]
19. If the decision is not satisfactory are you given opportunity to take it to higher
officials?
i. Yes [ ]
ii. No [ ]
20. Are the matters relevant to the grievance kept confidential?
i. Highly confidential [ ]
ii. Not kept confidential [ ]
21. Are proper records maintained on each grievance?
i. Yes [ ]
ii. No [ ]

57
BIBLIOGRAPHY
BOOKS:
 Money, Banking and International Trade by T.N. Hajela
 MS-24, MS-27, MS-28
 Pc Tripathi, Human Resource Development
 PVV Satyanarayana, The Grievance
 Niranjan Pani, Grievance Management in India
 Financial Institution and Banking
 C.P. Memoria-Human Resource Management
 Aswathappa- Human Resource and Personnel Management
NEWS PAPERS:
 Times of India
 Hindustan Times
 Economic Times
 Amar Ujala
MAGAZINE & JOURNALS:
 Business Today
 ICFAI Journal on Human Resource Management
 Labor Studies Journal, Vol. 28
WEBSITES:
 http://www.indiatime.com
 http://www.wikipedia.com
 http://www.syndicatebank.in
 http://www.grievanceadr.com
 http://www.mapofindia.com

58
 http://www.scribd.com
 http://www.ncmb.ph/index.htm
 http://www.ncmb.ph/vap/overview/grievancemachinery.htm
 http://www.bankofindia.com
 http://www.google.com

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