This document discusses employees grievance handling procedures at Cambodia Mills Ltd in Coimbatore. It begins with an acknowledgement and certificate sections. The introduction defines grievance and discusses the effects of grievances. It outlines the statutory provisions for grievance handling as per the Industrial Employment Act. The objectives are to study grievance handling procedures and identify how to improve them. It will cover economic, work environment, supervision and work group related grievances. The methodology, data analysis and findings will be discussed in subsequent chapters.
Talent acquisition involves attracting, finding, and hiring skilled human labor to meet an organization's labor requirements. Recent trends in talent acquisition include increased use of social media for recruiting, utilizing artificial intelligence to streamline the hiring process, and prioritizing work life balance, employer brand/candidate experience, and employee wellbeing to attract top talent.
HRP is the process by which an organization ensures it has the right number and type of employees at the right time and place to achieve organizational objectives. It involves forecasting future human resource needs, planning programs to meet those needs, and evaluating the effectiveness of programs. HRP is important for preparing employees for the future, managing talent, adapting to changes like expansion or new technologies, controlling costs, and succession planning. Benefits of effective HRP include improved human resource utilization, coordination of HR activities with organizational objectives, and achieving strategic goals.
A study on employee motivation at prabhuram millsSubodh G Krishna
This document discusses a study on employee motivation at Prabhuram Mills. It begins by introducing the importance of human resource management and motivation in ensuring organizational success. The objectives of the study are then outlined, which include evaluating motivation measures and factors, satisfaction levels, and making suggestions. The research methodology is also described, involving primary and secondary data collection methods like questionnaires, interviews and records. Statistical analysis tools like percentage calculations are mentioned for data analysis. The document provides context on motivation definitions, techniques, importance and reviews literature on the topic. It aims to assess motivation and improvement opportunities at Prabhuram Mills.
The document discusses recruitment and talent acquisition processes. It describes the stages of recruitment as planning, strategy development, searching, screening, and evaluation. Key aspects of talent acquisition are identifying talent needs, attracting candidates, assessing skills, and hiring. The challenges of recruitment include attracting qualified candidates, collaboration between recruiters and hiring managers, retaining millennial employees, and balancing speed and quality of hires. Effective talent acquisition requires forecasting needs, developing a quality candidate pipeline, collaboration, and not rushing the hiring process.
This document summarizes a summer internship project on employee engagement at Pantaloons Fashion & Retail Limited. It includes an introduction outlining the objectives and methodology of the study. Over the course of 7 weeks, the intern organized various engagement events for employees and collected data through questionnaires and interviews. The intern maintained records, onboarded new employees, and supported various HR functions. The document provides details of the intern's weekly activities and certifications from the academic and corporate guides.
A study on grievance management system conducted at abc pvt ltdProjects Kart
The document provides an overview of the grievance management system at ABC Private Limited in Hassan. It discusses the objectives of studying the current grievance system, which include improving procedures and ensuring employee satisfaction. The scope is limited to ABC's Hassan employees. Primary and secondary data collection methods are outlined. The problems with the research study are limited sample size and potential lack of full disclosure from respondents.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
Talent Acquisition in Human Resource Management Practices Shranik Jain
This document summarizes and compares the talent acquisition strategies of three companies - Yamaha India, Newgen Software, and ANA Design Studio. It outlines their approaches to recruitment, performance evaluation, and appraisals. It also discusses best practices in the manufacturing industry for talent acquisition and some unconventional hiring practices of companies like Google, Amazon and Facebook. The conclusion emphasizes that effective talent acquisition lies in determining who to recruit, crafting the right recruitment message, and how to reach target candidates in order to improve hiring quality and employee performance.
Talent acquisition involves attracting, finding, and hiring skilled human labor to meet an organization's labor requirements. Recent trends in talent acquisition include increased use of social media for recruiting, utilizing artificial intelligence to streamline the hiring process, and prioritizing work life balance, employer brand/candidate experience, and employee wellbeing to attract top talent.
HRP is the process by which an organization ensures it has the right number and type of employees at the right time and place to achieve organizational objectives. It involves forecasting future human resource needs, planning programs to meet those needs, and evaluating the effectiveness of programs. HRP is important for preparing employees for the future, managing talent, adapting to changes like expansion or new technologies, controlling costs, and succession planning. Benefits of effective HRP include improved human resource utilization, coordination of HR activities with organizational objectives, and achieving strategic goals.
A study on employee motivation at prabhuram millsSubodh G Krishna
This document discusses a study on employee motivation at Prabhuram Mills. It begins by introducing the importance of human resource management and motivation in ensuring organizational success. The objectives of the study are then outlined, which include evaluating motivation measures and factors, satisfaction levels, and making suggestions. The research methodology is also described, involving primary and secondary data collection methods like questionnaires, interviews and records. Statistical analysis tools like percentage calculations are mentioned for data analysis. The document provides context on motivation definitions, techniques, importance and reviews literature on the topic. It aims to assess motivation and improvement opportunities at Prabhuram Mills.
The document discusses recruitment and talent acquisition processes. It describes the stages of recruitment as planning, strategy development, searching, screening, and evaluation. Key aspects of talent acquisition are identifying talent needs, attracting candidates, assessing skills, and hiring. The challenges of recruitment include attracting qualified candidates, collaboration between recruiters and hiring managers, retaining millennial employees, and balancing speed and quality of hires. Effective talent acquisition requires forecasting needs, developing a quality candidate pipeline, collaboration, and not rushing the hiring process.
This document summarizes a summer internship project on employee engagement at Pantaloons Fashion & Retail Limited. It includes an introduction outlining the objectives and methodology of the study. Over the course of 7 weeks, the intern organized various engagement events for employees and collected data through questionnaires and interviews. The intern maintained records, onboarded new employees, and supported various HR functions. The document provides details of the intern's weekly activities and certifications from the academic and corporate guides.
A study on grievance management system conducted at abc pvt ltdProjects Kart
The document provides an overview of the grievance management system at ABC Private Limited in Hassan. It discusses the objectives of studying the current grievance system, which include improving procedures and ensuring employee satisfaction. The scope is limited to ABC's Hassan employees. Primary and secondary data collection methods are outlined. The problems with the research study are limited sample size and potential lack of full disclosure from respondents.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
Talent Acquisition in Human Resource Management Practices Shranik Jain
This document summarizes and compares the talent acquisition strategies of three companies - Yamaha India, Newgen Software, and ANA Design Studio. It outlines their approaches to recruitment, performance evaluation, and appraisals. It also discusses best practices in the manufacturing industry for talent acquisition and some unconventional hiring practices of companies like Google, Amazon and Facebook. The conclusion emphasizes that effective talent acquisition lies in determining who to recruit, crafting the right recruitment message, and how to reach target candidates in order to improve hiring quality and employee performance.
This document discusses performance appraisals at TCS. It outlines the purposes of performance appraisals which include administrative, development, organizational, and documentation purposes. TCS conducts two appraisals annually using a balanced scorecard approach to evaluate employees on financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale and those receiving low ratings in consecutive appraisals may be at risk of exit. TCS shuffles employees between projects every 18 months to prevent boredom and maintain performance.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
A Case Study on Employees Motivation at the Standard Chartered Bank of KenyaKiumba Hsc
The case study aimed at examining how the said bank motivates its employees and how that affects employees retention. The relevance of the study was that other organizations can borrow from the bank for it has a record of employees retention.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
Recruitment and section can be evaluated by using the following questionnairedesire120
This document contains a questionnaire to evaluate the effectiveness of recruitment and selection processes at an organization. It includes 16 questions across various aspects of recruitment and selection like the length of time working at the organization, how well positions are defined, how affirmative action needs are supported, the quality of applicants, interview and testing processes, training for hiring employees, finding candidates from non-traditional sources, and using competency models and innovative techniques in the selection process. Respondents are asked to completely agree, agree, disagree or completely disagree with statements about how recruitment and selection impacts employee turnover, morale, performance, and other factors.
Human Resources Management Career Planning DevelopmentFaisal Zulkarnaen
identifies three key points:
1. Career planning allows employees to explore interests, strategically plan goals, and create future work success. It is a shared responsibility between employees and management.
2. Career development is a continuous process that matches employee goals to organizational needs through learning and managing work. It benefits both employees and organizations.
3. The case study examines career paths and levels in a government organization, showing examples of career progression from entry-level to late-career stages.
Recruitment and Selection process: An evaluation of E-recruitment at Marks an...Peachy Essay
As opined by Arvey and Campion (2010, p290), “In order to increase the efficiency and retention of the employees, it is essential to implement an appropriate Recruitment and Selection process”. Recruitment is the procedure that the organization applies to identify the human resource requirements of the organisation and attract suitable candidates. Selection refers to the process that is involved in choosing a predefined number of candidates from a number of applicants to fill the available posts in the organization (Barber, 2009).
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Career planning and succession planning are both important processes for employees and organizations. Career planning involves self-assessment, exploring career options, gaining experience, and setting goals to further an individual's career. Succession planning identifies critical roles, the necessary competencies for those roles, and strategies to develop internal candidates to fill future vacancies, helping to ensure the continued success of the organization. Some key steps in succession planning include identifying critical positions, assessing required competencies, developing strategies like training programs, documenting succession plans, and evaluating their effectiveness over time. Both processes aim to benefit both individuals and organizations by supporting career growth and strategic management of human resources.
The document discusses talent acquisition strategies and best practices. It defines talent acquisition as finding and acquiring skilled human labor to meet organizational needs. The talent acquisition team is responsible for finding, assessing, and hiring candidates to fill roles. Key aspects of an effective talent acquisition model include quality of hires, turnaround time, and maximizing the number of hires. Quality can be ensured through validating qualifications, conducting reference and social media checks. Turnaround time involves defining timelines for each step from job posting to offer. Maximizing numbers involves setting targets for submissions, hires per recruiter and prioritizing requirements.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Study on "Effect of Employee welfare measures on J.R.T rock products"abinmp8060
This project aims at studying and analyzing the safety and welfare measures of the employees. The project objective is to evaluate the effect of the welfare measures on employee morale and satisfaction level of employee about the work environment and to study and analyze the safety and welfare measures of the employee,to evaluate the effects of the welfare measures on employee morale,evaluate the satisfactory level of employee about the work environment ,the level of satisfaction of employees
Effectiveness of Performance appraisal system Power Soap ltd manufacturing in...Divya Selvarajan
This document provides an introduction to performance appraisal. It discusses the meaning and definitions of performance appraisal, as well as traditional and modern methods used for evaluating employee performance. Some key points include:
- Performance appraisal is the systematic evaluation of employees by their supervisors or others. It is used to assess performance, potential for development, and for administrative decisions like promotions.
- Traditional methods include confidential reports, essay/free form, ranking, and checklists. Modern methods include MBO (management by objectives), 360-degree feedback, and assessment centers.
- Factors like environmental constraints, organizational leadership, and structure can influence performance appraisal results. Raters may also be subject to biases like halo
The document discusses performance management systems at Hindustan Unilever Ltd. It provides context on the Indian FMCG sector and HUL's position as the largest FMCG company. It then describes the purpose and methods of PMS at HUL, including 360 degree appraisals and management by objectives. The process involves establishing standards, measuring performance, comparing to targets, and following up. Some common problems with PMS are also noted such as rating biases.
The document summarizes a student's summer internship project report on the performance management system of Uflex Limited. It includes an introduction to performance management, the company profile of Uflex, and details of Uflex's performance management process. The objectives of the student's study were to evaluate the benefits of Uflex's PMS, assess its effectiveness, and identify areas for improvement. Data was collected through questionnaires completed by 20 Uflex employees.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
The document discusses recruitment, which it defines as the process of searching for prospective employees and encouraging them to apply for jobs. It identifies two main sources of recruitment: internal sources which include current employees; and external sources which are outside the organization, such as new labor force entrants, the unemployed, retired persons, and others not in the labor force. The document also outlines various recruitment techniques used by organizations, including direct methods like campus recruitment, indirect methods like newspaper advertisements, and modern recruitment methods that use technologies like e-recruitment to address traditional challenges.
This document provides an overview of recruitment, including definitions, the importance of recruitment, factors influencing recruitment, and sources of recruitment. It defines recruitment as the process of attracting qualified candidates for jobs. The recruitment yield pyramid is discussed as a tool for calculating the number of applicants needed to hire a target number of employees based on historical ratios. Internal sources of recruitment include transfers, promotions, job postings and employee references. External sources discussed include schools/universities, advertisements, employment exchanges, military personnel, casual visitors, labor contractors, and internet recruitment.
This document provides a summary of the research methodology used to study the labor welfare measures at Brindavan Bottelers Private Ltd. The scope of the study is to understand the company's current grievance handling procedures and provide effective suggestions for improvement. A sample size of 100 employees will be surveyed using questionnaires and interviews. Primary data will be collected through these qualitative methods as well as secondary data from company documents, websites, and reference materials. Statistical tools like charts will be used to analyze the data and report the findings.
This document outlines the essential prerequisites for an effective employee grievance handling process. It discusses analyzing grievances to determine if they are properly within the scope of the grievance procedure as defined by the contract. It provides a checklist for interviewing employees to gather facts about their complaints, as well as for reviewing evidence, identifying necessary witnesses, and analyzing the merits of the case. Key considerations include ensuring issues are grievable, timelines are followed, all relevant information is obtained, evidence is verified, inconsistencies are identified and addressed, and whether the requested remedy is reasonable and supported. The goals are to determine whether grievances have merit and effectively represent employees through the grievance resolution process.
This document discusses performance appraisals at TCS. It outlines the purposes of performance appraisals which include administrative, development, organizational, and documentation purposes. TCS conducts two appraisals annually using a balanced scorecard approach to evaluate employees on financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale and those receiving low ratings in consecutive appraisals may be at risk of exit. TCS shuffles employees between projects every 18 months to prevent boredom and maintain performance.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
A Case Study on Employees Motivation at the Standard Chartered Bank of KenyaKiumba Hsc
The case study aimed at examining how the said bank motivates its employees and how that affects employees retention. The relevance of the study was that other organizations can borrow from the bank for it has a record of employees retention.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
Recruitment and section can be evaluated by using the following questionnairedesire120
This document contains a questionnaire to evaluate the effectiveness of recruitment and selection processes at an organization. It includes 16 questions across various aspects of recruitment and selection like the length of time working at the organization, how well positions are defined, how affirmative action needs are supported, the quality of applicants, interview and testing processes, training for hiring employees, finding candidates from non-traditional sources, and using competency models and innovative techniques in the selection process. Respondents are asked to completely agree, agree, disagree or completely disagree with statements about how recruitment and selection impacts employee turnover, morale, performance, and other factors.
Human Resources Management Career Planning DevelopmentFaisal Zulkarnaen
identifies three key points:
1. Career planning allows employees to explore interests, strategically plan goals, and create future work success. It is a shared responsibility between employees and management.
2. Career development is a continuous process that matches employee goals to organizational needs through learning and managing work. It benefits both employees and organizations.
3. The case study examines career paths and levels in a government organization, showing examples of career progression from entry-level to late-career stages.
Recruitment and Selection process: An evaluation of E-recruitment at Marks an...Peachy Essay
As opined by Arvey and Campion (2010, p290), “In order to increase the efficiency and retention of the employees, it is essential to implement an appropriate Recruitment and Selection process”. Recruitment is the procedure that the organization applies to identify the human resource requirements of the organisation and attract suitable candidates. Selection refers to the process that is involved in choosing a predefined number of candidates from a number of applicants to fill the available posts in the organization (Barber, 2009).
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Career planning and succession planning are both important processes for employees and organizations. Career planning involves self-assessment, exploring career options, gaining experience, and setting goals to further an individual's career. Succession planning identifies critical roles, the necessary competencies for those roles, and strategies to develop internal candidates to fill future vacancies, helping to ensure the continued success of the organization. Some key steps in succession planning include identifying critical positions, assessing required competencies, developing strategies like training programs, documenting succession plans, and evaluating their effectiveness over time. Both processes aim to benefit both individuals and organizations by supporting career growth and strategic management of human resources.
The document discusses talent acquisition strategies and best practices. It defines talent acquisition as finding and acquiring skilled human labor to meet organizational needs. The talent acquisition team is responsible for finding, assessing, and hiring candidates to fill roles. Key aspects of an effective talent acquisition model include quality of hires, turnaround time, and maximizing the number of hires. Quality can be ensured through validating qualifications, conducting reference and social media checks. Turnaround time involves defining timelines for each step from job posting to offer. Maximizing numbers involves setting targets for submissions, hires per recruiter and prioritizing requirements.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Study on "Effect of Employee welfare measures on J.R.T rock products"abinmp8060
This project aims at studying and analyzing the safety and welfare measures of the employees. The project objective is to evaluate the effect of the welfare measures on employee morale and satisfaction level of employee about the work environment and to study and analyze the safety and welfare measures of the employee,to evaluate the effects of the welfare measures on employee morale,evaluate the satisfactory level of employee about the work environment ,the level of satisfaction of employees
Effectiveness of Performance appraisal system Power Soap ltd manufacturing in...Divya Selvarajan
This document provides an introduction to performance appraisal. It discusses the meaning and definitions of performance appraisal, as well as traditional and modern methods used for evaluating employee performance. Some key points include:
- Performance appraisal is the systematic evaluation of employees by their supervisors or others. It is used to assess performance, potential for development, and for administrative decisions like promotions.
- Traditional methods include confidential reports, essay/free form, ranking, and checklists. Modern methods include MBO (management by objectives), 360-degree feedback, and assessment centers.
- Factors like environmental constraints, organizational leadership, and structure can influence performance appraisal results. Raters may also be subject to biases like halo
The document discusses performance management systems at Hindustan Unilever Ltd. It provides context on the Indian FMCG sector and HUL's position as the largest FMCG company. It then describes the purpose and methods of PMS at HUL, including 360 degree appraisals and management by objectives. The process involves establishing standards, measuring performance, comparing to targets, and following up. Some common problems with PMS are also noted such as rating biases.
The document summarizes a student's summer internship project report on the performance management system of Uflex Limited. It includes an introduction to performance management, the company profile of Uflex, and details of Uflex's performance management process. The objectives of the student's study were to evaluate the benefits of Uflex's PMS, assess its effectiveness, and identify areas for improvement. Data was collected through questionnaires completed by 20 Uflex employees.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
The document discusses recruitment, which it defines as the process of searching for prospective employees and encouraging them to apply for jobs. It identifies two main sources of recruitment: internal sources which include current employees; and external sources which are outside the organization, such as new labor force entrants, the unemployed, retired persons, and others not in the labor force. The document also outlines various recruitment techniques used by organizations, including direct methods like campus recruitment, indirect methods like newspaper advertisements, and modern recruitment methods that use technologies like e-recruitment to address traditional challenges.
This document provides an overview of recruitment, including definitions, the importance of recruitment, factors influencing recruitment, and sources of recruitment. It defines recruitment as the process of attracting qualified candidates for jobs. The recruitment yield pyramid is discussed as a tool for calculating the number of applicants needed to hire a target number of employees based on historical ratios. Internal sources of recruitment include transfers, promotions, job postings and employee references. External sources discussed include schools/universities, advertisements, employment exchanges, military personnel, casual visitors, labor contractors, and internet recruitment.
This document provides a summary of the research methodology used to study the labor welfare measures at Brindavan Bottelers Private Ltd. The scope of the study is to understand the company's current grievance handling procedures and provide effective suggestions for improvement. A sample size of 100 employees will be surveyed using questionnaires and interviews. Primary data will be collected through these qualitative methods as well as secondary data from company documents, websites, and reference materials. Statistical tools like charts will be used to analyze the data and report the findings.
This document outlines the essential prerequisites for an effective employee grievance handling process. It discusses analyzing grievances to determine if they are properly within the scope of the grievance procedure as defined by the contract. It provides a checklist for interviewing employees to gather facts about their complaints, as well as for reviewing evidence, identifying necessary witnesses, and analyzing the merits of the case. Key considerations include ensuring issues are grievable, timelines are followed, all relevant information is obtained, evidence is verified, inconsistencies are identified and addressed, and whether the requested remedy is reasonable and supported. The goals are to determine whether grievances have merit and effectively represent employees through the grievance resolution process.
The document summarizes findings from a review of grievance redress mechanisms (GRMs) in World Bank projects on paper and in practice. Some key findings include:
1) The percentage of World Bank projects including a GRM in design documents increased from 50% in 2011 to 66% in 2012.
2) Surveys found that only 60% of projects that planned a GRM had actually implemented one, meaning the overall implementation rate was 31%.
3) Of the projects that did report having a working GRM, 28% had received zero complaints, and 19% could provide no data on complaints received.
This document proposes a Grievance Redressal Management System that would allow citizens to log complaints regarding issues with local government work. It would track each complaint and the actions taken to resolve it at different government levels. This system would make the complaint process easier by allowing people to register via call, SMS, or internet. It would also provide regular updates to complainants. The goals are to increase transparency, accountability, public involvement, and timely resolution of issues in order to improve governance and development work implementation.
This document provides an overview of a summer project report on the recruitment and selection process at Kiriburu Iron Ore Mines. It includes cover page, certification, acknowledgements, table of contents, and introductory chapters outlining the importance of recruitment and selection, objectives of the study, factors affecting recruitment, and the scope and limitations of the study. The document aims to analyze the current recruitment and selection policies and processes at Kiriburu Iron Ore Mines.
Project report on evaluation of recruitment and selection processElina Pari
This document is a project report submitted by a student to fulfill requirements for a Master of Business Administration degree. It evaluates the recruitment and selection process of Bharti Airtel Limited. The report includes an introduction, literature review on recruitment and selection, company profile of Bharti Airtel, research objectives and methodology, data analysis and findings, and recommendations. Key points covered include the sources of recruitment used by Bharti Airtel, both internal and external, as well as the factors considered in their recruitment and selection process.
This document provides an overview of collective bargaining in the context of an MBA course on human resource management. It defines collective bargaining as a procedure that regulates the terms and conditions of workers through agreements negotiated between worker representatives and employers. The objectives of collective bargaining are to settle disputes around wages and working conditions, protect worker interests, and resolve differences between workers and management through voluntary negotiations. The key aspects of collective bargaining covered include the bargaining process, subjects of negotiation, types of bargaining, and factors that influence effective bargaining.
The impact of compensation and reward systen on the performance of the niger...Femi Michael Ajayi
The document discusses the impact of compensation and reward systems on the performance of the Nigerian banking industry. It specifically examines this relationship for selected banks in Kebbi State.
The study aims to determine if poor staff wellbeing, compensation structure, lack of staff promotion, and inadequate incentive/reward systems negatively impact bank performance. It employs a cross-sectional survey research design and collects primary data through questionnaires distributed to employees of 5 banks.
The findings reveal that poor staff wellbeing is counterproductive to bank performance. The current compensation system is also found to be detrimental. However, staff promotion has a positive effect on performance. Incentive/reward systems are shown to promote improved bank results as well. The balanced score
The document discusses recruitment and selection processes. It begins by defining recruitment and discussing its importance. It then covers factors affecting recruitment, theories and policies of recruitment, sources of recruitment including internal and external sources, and methods of recruitment such as promotions, job posting, employee referrals, campus recruitment, and advertisements. The document also discusses selection processes and provides illustrations of recruitment and selection at specific companies.
The document is a questionnaire for employees about grievances in their organization. It begins with an introduction explaining the purpose is for an MBA study on grievances among employees. It then contains 21 multiple choice or short answer questions about demographic information, the employee's grievance experience, the grievance handling process and policy, and their satisfaction level. The questions address topics like the type of grievance, how long it has been an issue, sharing grievances with others, awareness of procedures, time taken to address the grievance, communication about actions taken, and effectiveness of the current policy.
This document is a project report submitted by C. Kalaiselvi to SRM School of Management in partial fulfillment of an MBA degree. The report studies job satisfaction of employees at Madras Cements Pvt Ltd. It includes an introduction defining job satisfaction, a literature review discussing theories of job satisfaction and its impact on employee performance. It also provides the company profile and outlines the research methodology and objectives of studying factors influencing job satisfaction levels at Madras Cements. Tables of data collected from employee surveys through questionnaires are presented for analysis.
HR INITIATIVES AT SMC INSURANCE BROKERS PVT. Babasab Patil
The document discusses two HR initiatives at SMC Insurance Brokers Private Limited: 1) Grievance redressal and 2) Recruitment process. It aims to systematize the company's grievance mechanism and study its recruitment process in depth. Currently, the HR department is in a transactional phase and wants to achieve a more transformational role. An organized grievance redressal mechanism is proposed to address issues and prevent attrition. The recruitment process is also analyzed, including current sources used, the employee requisition form, and a proposed employee referral scheme. Overall, the document reviews existing HR practices and provides recommendations to improve processes at SMC Insurance Brokers.
The document provides a summary of the recruitment and selection process at ICICI Bank. It begins with an introduction and objectives of the study. It then discusses the scope of the study and research methodology used. The document reviews relevant literature on topics like the recruitment process, factors affecting recruitment, and the importance of recruitment. It also discusses issues to consider in recruitment and selection like diversity and inclusion. Finally, it provides an overview of the typical steps involved in the recruitment process such as job analysis, drafting job descriptions, and deciding the hiring needs.
The document discusses performance appraisal at Jindal Brothers Pvt. Ltd. It includes:
1) An introduction to performance appraisal, its definition, objectives, characteristics of an effective appraisal system, and the role it plays in areas like motivation, training, and employee evaluation.
2) An overview of common performance appraisal methods like graphic rating scales, paired comparisons, forced choice, and 360 degree feedback.
3) Details of Jindal Brothers' performance appraisal process, including pre-appraisal steps to define objectives, participants, criteria, frequency, and methods of appraisal.
4) Benefits of performance appraisal for both the organization and
Recruitment and selection_in_bharti_airtelTiwarisonal
- Recruitment and selection is a critical process for organizations as it helps identify and hire the right people for the roles needed.
- The recruitment process begins with human resource planning to determine current and future staffing needs. Job analysis and design then specify the tasks, duties, and qualifications for open positions.
- This information is used to identify the types of candidates needed and inform the recruitment and hiring process. Hiring is an ongoing process as employees leave, retire, or as the organization grows and takes on new roles.
- Selecting the best candidates is important for organizational functioning and performance. It also allows for future replacement potential from within
The document discusses grievances and grievance handling procedures. It defines a grievance as a formal dispute between an employee and management regarding employment conditions. Grievances must fall under categories like compensation, working conditions, discipline, etc. The document outlines the W's of grievance handling, guidance for writing grievances, common reasons for grievances like economic factors and supervision, sources of grievances, effects on production and employees, dos and don'ts, benefits, identification techniques, common grievance redressal structures, and typical multi-step grievance procedures used in unionized organizations.
IKEA is a Swedish home goods retailer known for its work-life balance policies that are rooted in Swedish culture. These policies include flex-time, part-time work, leave for life events, and most notably, free health services for employees like podiatry and massage. This case study examines IKEA's Glasgow, Scotland store, where these benefits are popular with employees and seen as investments in their well-being. Outcomes include higher morale, loyalty, and retention rates. IKEA's approach demonstrates how work-life balance extends from an organization's culture and values.
The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
Project report on Performance Appraisal of BSNLVipul Sachan
This document provides an overview of Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. Some key points:
- BSNL was formed in 2000 and provides both fixed line and mobile phone services across India except Delhi and Mumbai.
- It has over 64 million customers and offers services like landlines, mobile, broadband, and intelligent networks.
- BSNL aims to add over 100 million more customers by 2010 but faces challenges from intense competition and criticism over poor customer service.
- Improving customer service and retaining fixed line customers will be important for BSNL's future success in the growing Indian telecommunications market.
CHAPTER:-1
INTRODUCTION OF THE STUDY
The report contains the brief description of the state bank of India. It contains the finding and analysis of the survey conducted to gather primary data to judge the importance of various attributes that influence the satisfaction of customer in different manner and to the different extent. These attributes are classified as initial experience, service delivery experience, relationship experience and grievance handling. Further an attempt has been made to know the overall satisfaction of the customer.
Customer satisfaction, a term frequently used in marketing, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals. Customer service proves to be one of the most important factors governing business.
OBJECTIVE OF THE STUDY:-
• TO find out the customer feedback i.e. improvement required or suggestion.
• To find out the relationship between bank and the customer.
• To study the Satisfaction of customers towards the ― state bank of India.
• To Identify the factors that influences the customer behavior of ―state bank of India.
• To identify the factors those influence the selection of SBI banking services in MUMBAI DISTRICT.
SCOPE OF THE STUDY:-
The present study was undertaken to know the preference of the customer towards state bank of India (SBI). The problem of the customer is they are not aware of the services provided by their bank. The study also force on the customer perception that how the banking services can be improved. In my study I have used both primary sources of data as well as secondary sources of data.
• The study has been conducted on behalf of ―STATE BANK OF INDIA.
• The study is confined to the Mumbai region.
• The study covers the service providers and users of ―STATE BANK OF INDIA.
• The study has put forward the Customers as well as acceptability behavior for the services.
• The scope of the study is to find out the ―Customer Satisfaction
Limitations of the Study:-
The study report consists of few limitations:-
• The report has been conducted within a limited time frame.
• The study is self financed.
• The study is limited to the customer of Mumbai only.
• Only selected Branches and Banks have been considered for the study.
• Samples were selected conveniently.
• The sample size does not represent the total population.
• The sample of size is limited to 30 only and the sample size may not represent whole market.
LITERATURE REVIEW:-
MBA project report -Techniques of sourcing candidate at augusta hi tech soft...Praveen Kumar Prabakaran
This document is a project report submitted by Praveen Kumar J.P. to Anna University, Chennai in partial fulfillment of the requirements for a Master of Business Administration degree. The project report explores the current techniques used for sourcing candidates at Augusta Hi-Tech Soft Solutions in Coimbatore, India. It uses qualitative research methods like open-ended questionnaires and grounded theory methodology to collect and analyze data on the company's recruitment and selection strategies. The conclusions from the study may help to improve recruitment processes and educational understanding of sourcing concepts.
A Study of the Impact of Work Life Balance on Employee Performance.pdfJackie Gold
This document is a research project report submitted in partial fulfillment of a Professional Qualification in Human Resource Management from the Chartered Institute of Personnel Management Sri Lanka. The report examines the impact of work-life balance on employee performance at ABC Company. It includes an acknowledgement, table of contents, abstract, and five chapters that introduce the topic, review relevant literature, outline the research methodology, present findings from quantitative and qualitative analysis, and provide conclusions and recommendations. The overall aim is to identify how factors like employee assistance programs, working environment, technology advancement, and workplace stress influence employee performance at ABC Company.
This document is a project report submitted by Krishna Kumar C in partial fulfillment of the requirements for a Bachelor of Business Management degree from Bangalore University. The project report studies employee involvement and welfare measures at Aditya Birla Nuvo Ltd (Madura F&L) in Bangalore. It includes an introduction, research design, industry and company profile analysis, data analysis and employee survey results, findings, suggestions and conclusions. The project aims to understand various employee welfare facilities and involvement initiatives provided by the company and analyze employee satisfaction levels.
Employee Absenteeism in Rane TRW Steering SystemsLogesh waran
A detailed study on the primary issues faced by all the organisations, Which includes the employees absence along with the interest level of the employees towards the company and how the company tries to solve this issues in a timely manner.
A study on brand awareness brand perception of fertilizers in factSandhya John
This document is a project report submitted by Sandhya John to the Bharathiar University in partial fulfillment of the requirements for the degree of Master of Business Administration. The project examines brand awareness and brand perception of fertilizers produced by Fertilizers and Chemicals Travancore Limited (FACT) in Ernakulam district of Kerala, focusing on Eloor and Muvattupuzha areas. The introduction provides background information on FACT as a company, its various divisions and products. It outlines the objectives and limitations of the study. The remaining chapters will cover literature review, research methodology, data analysis and findings/conclusions.
A STUDY ON RECRUITMENT AND SELECTION AT IDBI FEDERAL LIFE INSURANCE IN ERODERajan Jothymani
This document discusses recruitment and selection at IDBI Federal Life Insurance in Erode, India. It provides definitions and processes for recruitment and selection. Recruitment involves finding and hiring qualified candidates, while selection involves screening applicants and choosing candidates. The document outlines internal and external sources for recruitment, including promotions, transfers, and external advertising. It also discusses the recruitment process steps of planning, developing strategies, searching, screening, and evaluating. The objective is to help organizations understand effective recruitment and selection.
This document is a project report on a study of the performance appraisal system at Chandru Rubber Factory in Madurai, India. It includes an introduction describing the importance of performance appraisal for evaluating employee performance and linking individual and organizational goals. The report contains chapters on the objectives, methodology, literature review, data analysis and findings of the study conducted at Chandru Rubber Factory, along with suggestions and conclusions.
The document provides a profile of Kerala Automobiles Limited (KAL), an automobile company in Kerala, India. It discusses that KAL was incorporated in 1978 as a government undertaking and manufactures diesel, petrol, and CNG three-wheelers under the brand name "Kerala". KAL started with petrol three-wheelers in 1988 and later introduced diesel models, becoming the first Indian company to produce diesel three-wheelers. It currently focuses on diesel engines and has manufactured over 85,000 three-wheelers. KAL exports vehicles to several countries and supplies components to India's space agency. The company has been ISO 9001 certified for quality management.
This document is a project report submitted by Sendhil Kumar to partial fulfillment of the requirements for a Master's degree in Business Administration. The project examines employees' attitudes at the Puducherry Agro Service and Industries Corporation Limited (PASIC). It includes an introduction, literature review on employee attitude, overview of PASIC's business activities and structure, data analysis and interpretation from a questionnaire distributed to PASIC employees, and conclusions and recommendations. Tables and charts in the data analysis section provide classification of survey respondents and their opinions on various factors relating to employee attitude, satisfaction, and performance.
The document discusses a study on job satisfaction of employees at Barath Building Construction (I) Pvt Ltd. It includes an introduction, objectives of the study, research methodology and limitations. The theoretical outlook discusses factors determining job satisfaction like nature of work, pay, relationships and growth opportunities. It also outlines consequences of job dissatisfaction like increased turnover and conflicts.
This document is a project report on a study of employee satisfaction towards the recruitment process at Mindlogicx Infratech Limited in Bangalore. It includes an introduction to the study, industry and company profiles, objectives, scope, limitations, literature review, research methodology, data analysis, findings, suggestions and conclusion. The study aims to understand the recruitment process and factors influencing employee satisfaction. Primary data was collected through questionnaires from 200 employees and secondary data from various sources. The data was analyzed using statistical tools like percentage analysis and chi-square test. Key findings and suggestions are provided to improve recruitment and select the right candidates.
This document discusses a study on the quality of work life for employees at SNP Dairy Milk in Dindigul, Tamil Nadu, India. It is a project report submitted by P. Prem Kumar to Anna University, Chennai in partial fulfillment of an MBA degree. The study aims to examine factors that influence the quality of work life among dairy milk factory workers in Dindigul district. A sample of 120 workers will be surveyed using a convenient sampling method. Quality of work life encompasses aspects like occupational health and safety, reasonable working hours, appropriate compensation, work-life balance, training opportunities, and welfare measures. The study seeks to understand employee perceptions and identify areas of improvement to enhance job satisfaction and organizational
The impact of compensation and reward systen on the performance of the Niger...Femi Michael Ajayi
THE IMPACT OF COMPENSATION AND REWARD SYSTEM ON THE PERFORMANCE OF THE NIGERIAN BANKING INDUSTRY
(A CASE STYDY OF SOME SELECTED BANKS IN KEBBI STATE)
BY
AJAYI FEMI MICHAEL
This document is a project report submitted by R. Ambiga Devi to Anna University of Technology in Coimbatore, India in partial fulfillment of an MBA degree. The project report studies the employee selection process of Network Clothing Company Pvt Ltd in Tirupur, India. It includes an introduction about the study, industry, and company. The main theme of the project is discussed which outlines the objectives, scope, limitations, research methodology including literature review and data analysis. The findings, recommendations, and conclusion of the study are presented.
PERFORMANCE APPRAISAL SYSTEM / Kushagra Shukla mba 2013 14Kushagra Shukla
This document is a project report on a study of the performance appraisal system at Enquote Merchandising Solutions. It includes an introduction, literature review on the e-commerce industry and Enquote Merchandising Solutions company profile. It then describes the research methodology used, which was a survey of appraisers and appraisees. The data collection and analysis sections analyze the responses from the questionnaires. Key findings are that awareness of the performance appraisal system is average and that it depends on managers and employees. The conclusion suggests improvements such as pre-and post-performance counseling.
Luận Văn Assessing the need for employee performance management system. A survey undertaken by WorldatWork & Sibson Consulting (2010) with organisations that had fewer than 100 employees to more than 100,000 employees,(N=571) concluded that the main challenges of an employee based PMS the organisations represented in the sample were managers/supervisors led, that is, they gave inaccurate and poor meaningful staff reviews, poor goal setting, managers dedicated more time completing forms than conducting performance reviews. Furthermore, 71% agreed that employee performance management staff reviews is a yearly process although goal setting, feedback and coaching takes place throughout the year, and 30% expressed distrust of their employee performance management system (WorldatWork & Sibson Consulting, 2010) . Findings by Dartington (1996) reported the founder /the most senior leadership of the organisation creates the internal vision of leadership and there is a sense of unchallengeable authority especially in smaller organisations.
A training process usually begins with a triggering event..docxbartholomeocoombs
A training process usually begins with a triggering event.
This happens when managers realize that the actual organizational performance (AOP) is less than expected organizational
performance (EOP).
INTRODUCTION
1 TRAINING IS A LEARNING PROCESS THAT INVOLVES THE ACQUISITION OF KNOWLEDGE, SHARPENING
OF SKILLS, CONCEPTS, RULES, OR CHANGING OF ATTITUDES AND BEHAVIOURS TO ENHANCE THE
PERFORMANCE OF EMPLOYEES.
A training process usually begins with a triggering event.
The process of training and development involves various stages through which a worker has to pass 2
The process of training and development has various stages through which a worker has to pass.
The stages involved provide an evaluated layout of the workers performance.
Also the one who manages to attaining rewards in the midst of the changing technology of production.
These process of the Training Process Model involve phases which are five and include; Needs Analysis Phase, Design Phase,
Developmental Phase, Implementation Phase and the Evaluation phase.
2 NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
DESIGN IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED.
DEVELOPMENT IS WHERE THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE
DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
CONTINUATION
2 ANALYSIS STANDS FOR NEEDS ANALYSIS, WHERE THE NEED FOR THE TRAINING IS STUDIED. DESIGN
IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED. DEVELOPMENT IS WHERE
THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
3
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL.
DURING THIS PHASE, TRAINERS ANALYZE ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING
ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE.
POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE EXPLORED, AND INITIAL BUDGETS ARE PROPOSED.
NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE TARGET AUDIENCE IS ANALYZED. GREAT
TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
Current results and desired results are compared making it become a crucial state.
NEEDS ANALYSIS
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL. DURING THIS PHASE, TRAINERS ANALYZE
ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE. POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE
EXPLORED, AND INITIAL BUDGETS ARE PROPOSED. BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE
TARGET AUDIENCE IS ANALYZED. GREAT TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
4
.
BBA final year project report.
The topic: A Study on work life balance of employees at Bharat heavy electricals limited, Chennai.
The project is about the impact on personal and work life and jow they balance both.
A STUDY ON WHICH METHODS OF PERFORMANCE APPRAISAL IS EFFECTIVE AS A MOTIVATOR...Michele Thomas
This document discusses a study conducted by Mohamad Fazly Bin Zainal and Nurafiqah Bt Madon at Universiti Selangor (UNISEL) Shah Alam on the most effective method of performance appraisal to motivate employee performance among lectures and staff. The study aimed to determine employee awareness of performance appraisal, the relationship between appraisal and performance, and the most effective appraisal method. Questionnaires were distributed to 120 UNISEL lectures and staff to collect data, which was analyzed using SPSS. The findings provide insight into improving performance appraisal systems at UNISEL to better motivate employees.
A STUDY ON WHICH METHODS OF PERFORMANCE APPRAISAL IS EFFECTIVE AS A MOTIVATOR...
Dhanasekaran - Copy
1. ii
A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN CAMBODIA
MILLS LTD, COIMBATORE
PROJECT REPORT
Submitted by
M.DHANASEKARAN
Register. No. 13MBAB05
Under the Guidance of
Prof Dr.R.VENKATAPATHY
DIRECTOR, BSMED
In Partial fulfillment for the award of degree in
MASTER OF BUSINESS ADMINISTRATION
BHARATHIAR SCHOOL OF MANAGEMENT AND
ENTREPRENEUR DEVELOPMENT BHARATHIAR
UNIVERSITY COIMBATORE-46
October 2014
2. ii
BHARATHIAR SCHOOL OF MANAGEMENT AND ENTREPRENEUR
DEVELOPMENT
BHARATHIAR UNIVERSITY
COIMBATORE-641046
PROJECT REPORT CERTIFICATE
This is to certify that the project entitled
A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN CANBODIA
MILLS, LIMITED
Submitted to
Bharathiar University
In partial fulfillment for the degree of
MASTER OF BUSINESS ADMINISTRATION
Is a bonafide record of the project work carried out by
M. DHANASEKARAN
(Reg.No:13MBAB05)
………………………………………… ..........……………………………
Prof.R.Venkatapathy Prof.R.Venkatapathy
Faculty Guide Director
Submitted for Viva-Voce Examination held on
……………………………………………….......
...............................…………… ………………………………
Internal Examiner External Exami
3. 1
ACKNOWLEDGEMENT
First and for most I would like to give my whole hearted and sincere to the almighty
God for helping me throughout the project.
I hereby acknowledge my sincere gratitude to my Department of Management
Studies, Bharathiar University, Coimbatore for giving me an opportunity to undergo MBA
Degree Course and to undertake this project work successfully.
My proud full thanks to our honorable Vice Chancellor Dr. James Pitchai, Bharathiar
University, Coimbatore, for the moral support and the generous infrastructural espousal done
to me for the research.
I am highly grateful to my guide Prof.R.Venkatapathy, Director, BSMED, without
whose support the project would not have been completed.
I owe my reverential gratitude to Mr.D.JEEVA Assistant HR manager, for
providing me a wonderful opportunity to do my project in their esteemed organization.
I wish to express my deep sense of gratitude to other staff members in the
Department, Bharathiar School of Management and Entrepreneur Development for their
valuable suggestions and encouragement during the project.
Last, but not least, I would like to acknowledge my whole hearted support of my
parents, faculties, Research scholars of BSMED and friends who helped meat various stage
sin completing this work successfully.
M.Dhanasekaran
4. 2
EXECUTIVE SUMMARY
The title of the Project “A study on Employee grievance and handling procedure”
done in Cambodia mills ltd, Coimbatore.
The study aims to know the Employee grievance and the handling procedure. It
helps in identifying how the employees are engaging themselves in their job to the full
involvement. The main objective of the study was specifically on grievance handling
procedures among the employees to Cambodia mill, Coimbatore
The type of Research used in this study is descriptive research. The sources of the
data for the study were primary data. The self prepared questionnaire was used to find the
personal data of respondents and the grievance procedure involved in the organization. The
study was conducted among 150 employees.
Various analytical tools like ANOVA and z-test were to know the grievance of the
employees and also assisted in identifying the needs of the employees to improve the
handling procedure of the Employee, and appropriate suggestions are given.
5. 3
TABLE OF CONTENTS
CHAPTER NO TITLE PAGE NO
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY 1
1.2 NEED FOR THE STUDY 6
1.3 SCOPE OF THE STUDY 7
1.4 OBJECTIVES OF THE STUDY 7
1.5 LIMITATIONS OF THE STUDY 7
1.6 ORGANIZATIONAL PROFILE 8
1.7 COMPANY PROFILE 10
CHAPTER II
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE 12
CHAPTER
III
RESEARCH METHODOLOGY
3.1 RESEARCH METHODOLOGY 14
3.2 RESEARCH DESIGN 14
3.3 SAMPLING DESIGN 14
3.4 SAMPLING TECHNIQUE 15
6. 4
3.5 TOOLS OF DATA COLLECTION 15
3.6 SOURCES OF DATA 15
3.7 STATISTICAL TOOL 15
CHAPTER IV
DATA ANALYSIS AND INTERPERTATION
4.1 PERCENTAGE ANALYSIS 16
4.2 ONE WAY ANOVA TEST 56
4.3 Z TEST 59
CHAPTER V
FINDINGS,SUGGESTION AND CONCLUSION
5.1 FINDINGS 61
5.2 SUGGESTIONS 63
5.3 CONCLUSIONS 63
BIBLIOGRAPHY 64
APPENDIX
65
7. 5
LIST OF TABLES
TABLE NO TITLE PAGE NO
4.1.1 DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE 16
4.1.2 DISTRIBUTION OF THE RESPONDENTS BY THEIR GENDER 18
4.1.3 DISTRIBUTION OF THE RESPONDENTS BY THEIR MARITAL STATUS 20
4.1.4 QUALIFICATION OF THE RESPONDENTS 22
4.1.5 DISTRIBUTION OF THE RESPONDENTS BY THEIR MONTHLY INCOME 24
4.1.6 DISTRIBUTION OF THE RESPONDENTS BY THEIR EXPERIENCE IN THE
PRESENT JOB
26
4.1.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR DEPARTMENT 28
4.1.8 RESPONDENTS’ OPINION ABOUT THE FIXATION OF WAGES 30
4.1.9 RESPONDENT’S OPINION TOWARDS THE ALLOTMENT OF OVERTIME
32
4.1.10
RESPONDENT’S OPINION ON THE INCENTIVES SCHEMES FOLLOWED
BY THE ORGANIZATION
34
4.1.11
RESPONDENT’S OPINION ON THE PROVISION OF ALLOWANCE AND
WORKING HOURS
36
4.1.12 RESPONDENT’SOPINION TOWARDSTHEWORKPLACEANDWORKING
CONDITION
38
8. 6
4.1.13 RESPONDENTS OPINION ABOUT SIMPLIFY IN THE WORK PLACE 40
4.1.14
RESPONDENTS’ OPINION TOWARD THE LEVEL OF SAFETY TOWARDS
HANDLING EQUIPMENTS
42
4.1.15 RESPONDENT’S OPINION TOWARDS THE HANDLING OF DEFECTIVE
TOOLS AND EQUIPMENT
44
4.1.16
RESPONDENT’S OPINION TOWARDS SUPERVISOR FOLLOWING
FAVORITISM
46
4.1.17
OPINION OF THE RESPONDENTS ABOUT THE GRIEVANCES IN
CONTINUITY OF THEIR SERVICE
48
4.1.18 RESPONDENT’S OPINION TOWARD THE DISCIPLINARY RULES 50
4.1.19 RESPONDENT’S OPINION TOWARD GETTING APPROPRIATE LEAVES 52
4.1.20 RESPONDENT’S OPINION TOWARDS SATISFACTION ON MEDICAL
FACILITIES
54
4.2.1
ANOVA BASED ON AGE AND OVERTIME ALLOTTED
56
4.2.2 ANOVA BASED ON EXPERIENCE AND HANDLING EQUIPMENT 57
4.2.3 ANOVA BASED ON INCOME AND ALLOWANCE 58
4.3.1 Z TEST BASED ON GENDER AND ECONOMIC 59
4.3.2 Z TEST BASED ON GENDER AND WORKGROUP 59
4.3.3 Z TEST BASED ON GENDER AND WORK ENVIRONMENT 60
9. 7
LIST OF CHART
CHART
NO
TITLE PAGE NO
4.1.1 DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE 17
4.1.2 DISTRIBUTION OF THE RESPONDENTS BY THEIR GENDER 19
4.1.3
DISTRIBUTION OF THE RESPONDENTS BY THEIR MARITAL STATUS 21
4.1.4 QUALIFICATION OF THE RESPONDENTS 23
4.1.5 DISTRIBUTION OF THE RESPONDENTS BY THEIR MONTHLY INCOME 25
4.1.6 DISTRIBUTION OF THE RESPONDENTS BY THEIR EXPERIENCE IN THE
PRESENT JOB
27
4.1.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR DEPARTMENT 29
4.1.8 RESPONDENTS’ OPINION ABOUT THE FIXATION OF WAGES 31
4.1.9 RESPONDENT’SOPINION TOWARDSTHE ALLOTMENT OF OVERTIME 33
4.1.10
RESPONDENT’SOPINION ON THE INCENTIVES SCHEMES FOLLOWED
BY THE ORGANIZATION
35
4.1.11
RESPONDENT’SOPINION ON THE PROVISION OF ALLOWANCE AND
WORKING HOURS
37
10. 8
4.1.12 RESPONDENT’SOPINION TOWARDSTHEWORKPLACEANDWORKING
CONDITION
39
4.1.13 RESPONDENTS OPINION ABOUT SIMPLIFY IN THE WORK PLACE 41
4.1.14 RESPONDENTS’ OPINION TOWARD THE LEVEL OF SAFETY 43
4.1.15 RESPONDENT’S OPINION TOWARDS THE HANDLING OF DEFECTIVE
TOOLS AND EQUIPMENT
45
4.1.16
RESPONDENT’S OPINION TOWARDS SUPERVISOR FOLLOWING
FAVORITISM
47
4.1.17
OPINION OF THE RESPONDENTS ABOUT THE GRIEVANCES IN
CONTINUITY OF THEIR SERVICE
49
4.1.18 RESPONDENT’S OPINION TOWARD THE DISCIPLINARY RULES 51
4.1.19 RESPONDENT’S OPINION TOWARD GETTING APPROPRIATE LEAVES 53
4.1.20 RESPONDENT’S OPINION TOWARDS SATISFACTION ON MEDICAL
FACILITIES
55
11. 9
A STUDY ON EMPLOYEES GRIEVANCE HANDLING PROCEDURES IN
CAMBODIA MILLS LTD, COIMBATORE
CHAPTERR - I
1.1 Introduction of the study
Grievance
Every employee has certain expectation, which he thinks must be fulfilled by
the organization he is working for when the organization fails to this he develop a feeling of
dissatisfaction when an employee feels something is unfair in the organization he is said to
have a grievance.
Discovery of grievances:
Grievances can be uncovered in a number of ways, Gossip and grapevine
offer vital clues about employee grievances. Gripe boxes, open door polices periodic
interviews, exit surveys could also be undertaken to uncover the mystery surrounding
grievances.
Definition of grievance handling:
“A compliant of one more workers in respect of wages, allowances, conditions
of work, interpretation
of services, stipulations covering such areas as overtime, leave, transfer, promotion,
seniority, job assignment and termination of services.”
“Prior to any formal grievance the employee most discusses the issue with
his/ her immediate supervisor within three working days after the date of occurrence. Or three
working days after the date which the affected employee(s) could reasonable been made
aware of the issue giving rise of the dispute or compliant.”
“If not resolved by the immediate supervisors within three working days the
employee(S)”may submit a grievance in writing to step 1 no later than three working days.
12. 10
STEP 1:
A written grievance may be submitted by the grievance to the immediate
supervisor as set forth above, the employee may request a representative accompany him her
to the discussion. This will be held as soon as practicable, but not more than three working
days after the grievance. the supervisor shall provide a written answer to the employee
within three working days after the meeting If the issue is not resolved, the employee(s)
and/or Union may appeal to Step 2, within three working days,
STEP 2:
A meeting between the employee, union representative, the Department head
and the supervisor shall be upon receipt of the appeal, or within three working days thereof
The Department head shall provide a written response to the union representative within three
working days of meeting. If no settlement is reached to be timely. The union must to 3 within
five working days.
STEP 3:
A meeting between the general manager Department head human resource
Representative, the District union Representative and two (2) other Local Union officials (if a
discipline case one (1) Local union officials may grievant) shall be arranged data will be
established as soon as possible but no later than twenty (20) working days from the receipt of
the appeal expect where circumstance warrant an extension. Such extension shall not extent
for more than five (5) working to the District Union Representative no later than five (5)
working days. If the matter is not resolved the union may submit the matter to
ARBITRATION with (10) working days of receipt of management STEP 3 answer.
ARBITRATION:
Each party shall submit a list of five (5) names to the other from the ten (10)
names presented one (1) should be selected as the impartial arbitrator. If no one is acceptable,
the union shall submit three (3) names : the company shall submit two(2) names resulting in a
list of five(5) names (In subsequent cases the arrangement will be the first to eliminate one
name the other party will follow and the sequence will continue until only one name is left.
The parties agree that the sole remaining name shall be the arbitrator for this case only. The
parties agree that the decision rendered will be final and binding on all parties, I e
13. 11
Management union, grievant and employees post hearing briefs will not field unless request
by the arbitrator, or at the request of either party.
The arbitrator‘s decision may be oral or written if written, it shall be delivered
to the parties simultaneously no then thirty (30) working days.
Grievances may occur for a number of reasons:
Economic:
Wage fixation, overtime, bonus, wage revision etc. employees may feel that they are
paid less when compared to others.
Work environment:
Poor physical conditions of workplace, tight production norms, defective tools and
equipment, poor quality of materials, unfair rules, lack of recognition, etc.
Supervision:
Relates to the attitudes of the supervisor towards the employee such as perceived
notions of bias, favoritism, nepotism, caste affiliations, regional feelings etc.
Work group:
Employee is unable to adjust with his colleagues; suffers from feelings of neglect,
victimization and becomes an object of ridicule and humiliation, etc.
Miscellaneous:
These include issues relating to certain violations in respect of promotions, safety
methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.
Grievance Effects:
Grievances if they are not identified and redressed, May adversely affect workers,
managers and the organization as a whole. The effects are:
Grievance effects of production include:
Low quality of production
14. 12
Low quantity of production and productivity.
Increase in the wastage of material, spoilage/breakage of machinery.
Increase in the cost of production per unit.
Grievance effects of employees:
Increases the rate of absenteeism and turnover.
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accidents.
Reduces the level of employee morale.
Grievance effects of managers:
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increase in indiscipline cases.
Increase in unrest and thereby machinery to maintain industrial peace.
1.1.2 The Statutory Provisions for the Grievance Handling Procedure
under the Industrial Employment (Standing Orders) Act 1946.
The provisions are under:-
1) Any workman desirous of the redress of a grievance arising out of his employment
or relating to unfair treatment or wrongful exaction on the part of a superior shall
either himself or through a trade union of which he is member submits a complaint
to the manager in his behalf.
2) The manger or any such officer shall personally the complaint at such times &
places as may fix the workmen and,
i) Any other workmen of his choice or
ii) Where the complaint is made through a trade union a member of the
union shall have the right to be present at such investigation.
Where the complainant alleges unfair treatment or wrongful exaction on the part of
superior a copy of the order finally made by the manager shall be supplied to the compliment
if he asks for one.
15. 13
In other cases the decision of the investigating officer & the action if any taken
thereon by the intimidated to the complainant.
Provided that complaints relating to assault or by any persons holding a supervisory
position or refusal of an application for urgent leave shall be enquired into immediately by
the manager or such other officers as he may appoint.
The decisions of the manager upon any question arising out of, or connection with, or
incident to an appeal to the proprietor expect where the manger is he the proprietor.
1.1.3 The Essential of Pre-requisites of a Grievance Handling Procedure:
Maintaining quality of work life for its employees is an important concern for the any
organization. The grievance handling procedure of the organization can affect the harmonious
environment of the organization. The grievance of the employees are related to the contract
work rule or regulation policy or procedure health and safety regulation past practice
changing the cultural norms unilaterally individual victimization wage bonus etc,,, here
attitude on the part of management in their efforts understand the problems of employees and
resolve the issues amicably have better probability to maintain a culture of high performance
managers must be educated about the importance of the grievance process and their role in
management favorable relations with the union . effective grievance handling is an essential
part of cultivating good employee relations and running a fair, successful, and productive
workplace positive labor relations are two-way street both sides must give a little and try
work together relationship building is key to successful labor relations,
Precautions and Prescriptions:
The management should take care of following aspects to develop a culture of trust
and confidence upon the employees.
Always ensure that the managers involved in the grievance handling procedures have
a quit place to meet with the complainant.
Always ensures that managers have adequate time to be devoted to the complainant.
Fully explaining the situation to the employee to eliminate any misunderstanding and
promote better acceptance of the situation complained.
Try to let employee present their issues without prejudging or commenting.
16. 14
Do use a positive friendly ways to resolve the crisis then punitive steps, which disturb
the system.
Do remain calm, cool collected during the course of the meeting.
Always focus on the subject of the grievance then allied issues.
Don’t make threats manage the grievance
Avoid usage of verbosisms’ like “it will be taken care of”
Take all possible steps to ensure that no victimization occurs as or me grievance being
raised
Try to look upon the problem on different angles for appropriate understanding
Avoid as possible the union involvement in contact resolution situation process
Follow documentation the procedures of all necessary steps taken to resolve the
problem complaint.
Grievances are preferably to be settled informally at the level of the employee’s
immediate supervisor.
To a great extent the aggravation of industrial problems depends on managers approaches
and attitude in effective handling of employees grievance care should be taken in the way
managers approaches the problem and perceiving the pros and cons of the situation. The
conflict management approaches include the win-win strategy that help in the healthy
organizational practices and which reflects the strong organizational culture. The
cooperation from both parties is the pre-requisite to handle the problem and effective
settlement of the grievance conscious use of professional self can held managers in the
conflict handling situations grievance redressed process.
1.2 Need for the study:
A grievance is a sign of an employee‘s discontentment with his job or his relationship
with his colleagues grievance generally arise out of the day-to-day working relations in an
organization. An employee or trade union protects against an act or policy of the management
that they consider as violating employee’s rights.
Grievance is a situation when a dissatisfaction or trouble occurs when two or more
people or parties perceive an incompatibility in their goals or expectations. There are seven
methods for achieving reconciliation of conflict. These methods are winning-lose withdrawal
and retreat from argument, something and playing down the difference arbitration, mediation,
17. 15
compromise and problem solving of all these methods problem solving method is most likely
to bring about win-win situation.
One of the effective ways of minimizing and eliminating the source of an employee’s
grievance is by having an ‘open door policy’ to overcome this aspect the researcher attempted
to analyses by collecting the information from the respondents in the organization.
1.3 Scope of the study:
The scope of the study is observing the existing problems in the organization and to
follow the necessary steps to overcome the grievance procedures in the organization. This
study is also conducted to find out the work pattern and behavior of the respondents. It has
been used to measure the intensity of grievance among the respondents in the organization.
1.4 Objectives of the study:
“To study specificaly on grievance handling procedures among the employees to
Cambodia mill, Coimbatore.”
To study the socio economic status of the employee.
To find out the need for grievance redressal procedure
To find out the work environment and workgroup.
To analysis the effectiveness of the grievance redressal procedures in the
organization.
To identify the steps involved in solving grievance redressal procedures.
To suggest measures to overcome the problems.
1.5 Limitations of Study:
1) The limitation of time for the data collection is another problem faced by
researcher.
2) The study being sensitivity in some aspects. The respondents showed natural
baseness in their responses.
3) This study covers a number of factors that related with grievance procedures but
then the importance of these factors was not found.
18. 16
1.6 ORGANIZATIONAL PROFILE:
National Textile Corporation is a company owned by the Indian government. It owns
many textile mills, some of which have been closed down. The company was incorporation in
April 1968.
The National Textile Corporation Limited (NTC) is a central public sector Enterprise
under the ministry of Textile which was incorporation in April 1968 for managing the affairs
of sick textile undertakings in the private sector, taken over by the Government. Starting with
16 mills in 1968, this number gradually rose to 103 by 1972-73. In the year 1974 all these
units were nationalized under the sick Textile undertaking (Nationalized) Act 1974. The
number of units increased to 119 by 1995. These 119 mills were controlled by NTC Ltd with
the help of 9 Subsidiary corporations, with an authorized capital of 10 crore (US$181
million) which was raised from time to time and which is now about 7,000 crore (US$1.27
billion) and the paid up share capital of the corporation is about 4000 crore (US$ 727
million).
Looking to the reduced number of mills and in line with the contemporary industry’s
trend all 9 subsidiary companies have been merged with NTC Head office, located at New
Delhi, making it into a single company with effect from 01.04.2006.
NTC has so far closed 78 mills and has transferred 2 mills in the state of Pondicherry
to the state Government.
NTC is to modernize all its mills by itself through generation of funds from the sale of
its surplus assets and 5 mills are put in Joint venture with corporate.
NTC has put up 3 composite textile Greenfield units in Ahmadabad (Gujarat),(
Maharashtra ) and one is an SEZ area of Hassan ( Karnataka ) .
NTC has started taking initiatives to set up technical textile projects in Joint venture
with the world Leaders and is working towards it.
Textile industry occupies a very significant position in the society. Since its product
homely cloths in an indispensable need in the day to day life of every individual. Textile
industry is in existence from time immemorial.
19. 17
Cotton industry developed from hand working to factories powered by water and steam
between 1750 and 1820. By the 19th century, most cotton manufactures moved away from a
cottage industry to large, noisy factories. The changes were brought about by the invention of
new machinery which greatly speeded up the cotton production process. The use of modern
technology such as atomic high speed shuttle lees Looms ring spinning in replacement of
handlooms weaving and spinning achieved large scale production and hence proved top more
cost effective .
The textile industry is one of the largest employers of Labour. The industries includes
the spinning , weaving , knitting , and finishing of all types of natural fibers such as
polyamides and polyesters are often now used in conjunction with cotton for many purpose.
In Tamil Nadu , there are about 1607 small sized textile mills employing less than
100 workers , 244 medium scale mills employing and large sized mills employing more than
500 workers , Textile industry in Tamil Nadu plays a significant role of the industry growth
by many of its contribution is enhancing productivity as well as providing large employment.
1.6.1 Mission & Vision:
Vision:
To be a world class Eco-friendly integrated Textile Company, catering primarily to the
clothing needs of the nation.
Mission:
To be a leading Textile Enterprise steadily improving capacity utilization, Economy of
operations, productivity, Quality Brand Images, market share and Export.
20. 18
1.7 COMPANY PROFILE:
Name and Address of the Company : Cambodia Mills (NTC)
P.O.Box no: 3504
Ondipudur post
Coimbatore
Email : Cambodia@vsnl.net
Telephone : 0422 2273088
Administration : National Textile Corporation
(Head office)
Tamil Nadu
A Government of India
Registrar Office : NTC House
P .o. ne 2409
35-B Somasundharam Mill Road
Coimbatore
Establishment of the Business : 1924
Nationalization : 1-4-1974
No of workers : 638 workers, 40 staffs
Product : yarn
21. 19
1.7.1 Processfollowedin Manufacturing Product profile:
CHAPTERR
Spinning process
Raw cotton
Mixing
Below room
Carding (silver)
Combing (silver)
Drawing (silver)
Simplex (bobbin)
Ring spinning
Cone winding
22. 20
CHAPTERR II
REVIEW OF LITURATURE
Liebenberg, (1984) research indicates that the factors that contribute to the adoption
of dispute resolution mechanisms include the structure of the mechanisms. The role of the
union steward (Dalton and tower, 1982) the applicable rights of the employees and the
mandate and the relationship and the employee (Meyer and Cooke, 1988).
In a naturally occurring field experiment in which an intervention to improve a
grievance procedure was introduced and the removed, Mesch&Dalton (1922) found that the
interrupted time series experimental design resulted in more compromise resolution and a
dramatic increase in the number of grievance field. The enhancement of fairness perceptions
takes place both through instrumental and non-instrumental mechanisms.
Hellman (1993) perhaps brings out the dichotomy succinctly. When he suggests that
agreement is not necessarily good but the neither is disagreement especially when people
disagree for the sake of disagreeing as a way to assert themselves and to avoid feeling
dominated. In the Indian context disputes under the industrial disputes Act 1947 a dispute is
raised when an employment contract is not carried out. The issues could include wage
demands union rivalry political interference unfair labor practices as described in the fifth
schedule of the ID Act consists of conciliation Arbitration and Adjudication Apart from this
in line with the theories of industrial jurisprudence, in the unionized context there are
collective bargaining establishment of works committee discipline management and
grievance resolution procedure Which help prevent disputes in the first place.
Perception of fair procedures have instrumental value if they lead to fair rewards
while the non instrumental value connotes a since of treating employees with respect
Neumann et al., (1995). Studies indicate that grievant interest in using voice simply for the
non instrumental sake of being heard or socially valued rather than to actually influences
outcomes. Seems to increase when they perceive that three are less opportunity to influence
outcomes (Barry 2000). This implies that if they wish grievant to derive non instrumental
satisfaction with an appeals process. Listeners to grievances would need to demonstrate
convincingly that instrumental action on behalf of the grievant is truly unavailable Moreover;
unfavorable outcomes that are reached by fair process generate higher distributive justice
ratings than favorable outcomes reached by unfair processes (Blanker 1995).
23. 21
Despite the contention that formation of labor unions is necessary for the survival of the
workers (Vickery, 1990) and the concern that workers have a reduced capacity to initiate
issues and articulate grievances in the non unionized workplaces (Kaufman and tares 1999)
and they enjoy less benefits three seems to be a link between the use of high performance
work systems and the adoption of non-union dispute resolution procedures (Colvin 2003).
The study by Bat Colvin and keeve (2002) indicated that while union presence had a negative
relationship with quit rates the prediction for non-union dispute resolution procedures was
uncertain as they may be designed to encourage or suppress employee voice. However rising
of individual contracts and union substitution by employers is leading to adoption of non-
unionized disputes resolution mechanisms at the workplace (Colvin 2003).
Conclusion:
Several articals were reviewed on grievance handling procedure. In which according to
Hellman (1993) insisted on they grievance resolution procedure that will help to prevent,
they disputes in the workplace. A proper grievance handling procdure should be adopted, so
tat the expectation of every employee working in the organization are fulfilled.
24. 22
CHAPTERR – III
Research Methodology
3.1 Research Methodology:
“The objective and systematic method of finding solution to a problem i.e., systematic
collection, recording, analyzing, interpretation and reporting of information about facts of
phenomenon under study."
The success of research depends mostly on the methodology on which it is carried
out. The appropriate methodology will improve the validity of the findings. This chapter
discusses the methods of data collection, research design, sample plan and statistical
technique.
3.2 Research Design:
A research design is the arrangement of conditions for collection and analysis of data
in a manner that combine relevance to the research purpose with economy in procedure.
The research design used is descriptive research design. Descriptive research studies
are those which are concerned with describing the characteristic of a particular group. The
major purpose of descriptive research is description of the state of affairs as exists at present.
3.3 Sampling Design:
Sampling is used to collect primary data when the source of data is far too many
to be exhausting handled. Sampling is the integral part of data collection process. The way of
selecting a sample is known as sample design. It is the definite plan for obtaining a sample
from a given population. It may as well lay down the number of items to be included in the
sample i.e. the size of the sample.
3.3.1. Population
The overall population of the process is 638
3.3.2 Sample size
Out of 638 employees in Cambodia mill, the data has been collected from 150
employees.
25. 23
3.3.3 Target Respondents
The target respondents for the study are employees for Cambodia mills ltd.
3.4 Sampling Technique:
Convenience sampling means group are individual that convenience available and
willing to participate the study.
Convenience sampling method was used in the present study to collect the data. From
the total of 638 employees working in National Textile Corporation with reference to
Cambodia mills ltd. Cambodia 150 respondents were selected by Convenience sampling
method.
3.5 Tools of Data Collection:
The self prepared questionnaire was used to find out the personal data of respondents
is found out the grievance procedure involved in the organization.
3.6 Sources of Data:
This piece of research depends entirely on the primary data collected for studying the
above mentioned objectives of the company.
3.6.1 Primary data:
Primary data is the first hand information that is obtained through experiment surveys,
etc. in this study the primary sources of data is obtained by issuing interview schedule to the
respondents. In interview schedule method the respondents are given questionnaire with
request to return after completing the interview schedule.
3.7 StatisticalTool:
Simple percentage analysis
Z test and
One way ANOVA have been used for the study.
26. 24
CHAPTERR -IV
4.1 DATA ANALYSIS AND INTERPRETATION
Table No 4.1.1
Distribution of the respondents by their age
S.no Age Frequency Percentage
1 31-40 7 4.7
2 41-50 143 95.3
3 Total 150 100.0
(Source: primary Data)
INFERENCE
From the above table inferred that the majorities 96 percentages of the respondents
are in the age between 41 and 50 years and 4 percentages of the respondents are in the age
from 31-40 years.
It is found that majority 96percentages of the respondents are in the age from 41-50
years in Cambodia mill
28. 26
Table No 4.1.2
Distribution of the respondents by their gender
(Source: primary Data)
INFERENCE
From the above table inferred that majority 75 percentages of the respondents are
male and 25 percentages of the respondents are female.
It is found that majority 75 percentages of the respondents are male.
S.no Gender Frequency Percentage
1 Male 112 74.7
2 Female 38 25.3
3 Total 150 100.0
30. 28
Table No 4.1.3
Distribution of the respondents by their marital status
(Source: primary Data)
INFERENCE
From the above table inferred that majority 96percentages of the respondents is
married and 4percentages of the respondents are unmarried.
It is found that majority 96 percentages of the respondents are married.
S.no Marital status Frequency Percentage
1 Married 144 96.0
2 Not married 6 4.0
3 Total 150 100.0
32. 30
Table No 4.1.4
Distribution of the respondents by their educational qualification
(Source: primary Data)
INFERENCE
The above table exhibits that more than half (58 percentages) of the respondents are
primary level 17 percentages of the respondents are un educated and remaining 25
percentages respondents are qualified up to secondary level.
It is found that more than half 58 percentages of the respondents are primary level.
S.no Education level -Frequency Percentage
1 Uneducated 25 16.7
2 Primary level 87 58.0
3 Secondary level 38 25.3
4 Total 150 100.0
33. 31
Chart No 4.1.4
Distribution of the respondents by their educational qualification
16.7
58
25.3
Uneducated
Primary level
Secondary level
34. 32
Table No 4.1.5
Distribution of the respondents by their monthly income
(Source: primary Data)
INFERENCE
From the above table reveals that less than 84 percentages of the respondent’s
monthly income above 5000, 16 percentages of the respondents below 3000.
It is found that less than half (84 percentages) of the respondents monthly income is
from above 5000.
S.no Monthly income Frequency Percentage
1 Below 3000 24 16.0
2 Above 5000 126 84.0
3 Total 150 100.0
36. 34
Table No 4.1.6
Distribution of the respondents by their experience in the present job
(Source: primary Data)
INFERENCE
It is clear from the above table that less than half (46 percentages) of the respondents
are having above 15 years of work experience. 37 percentages of the respondents are having
5 to 10 years experience. 13 percentages of the respondents are having 10to 15 years
experience and the remaining 4 percentages of the respondents are having below 5 years
experience.
Less than half 46 percentages of the respondents are having above 15 years of work
experience.
S.no Experience Frequency Percentage
1 Below 5 years 6 4.0
2 5 to 10 years 19 12.7
3 10 to 15 years 56 37.3
4 15 to 20 years 69 46.0
5 Total 150 100.0
37. 35
Chart No 4.1.6
Distribution of the respondents by their experience in the present job
4
12.7
37.3
46
Below 5 years
5 to 10 years
10 to 15 years
15 to 20 years
38. 36
Table No 4.1.7
Distribution of the respondents by their department
S.no Department Frequency Percentage
1
Worker 150 100.0
(Source: primary Data)
INFERENCE
It is clear from the above table inferred that all 100 percentages of the
respondents are workers.
All 100 percentages of the respondents are workers.
The above table shows that all the respondents should be worker.
40. 38
Table No 4.1.8
Respondents’ opinion about the fixation of wages
(Source: primary Data)
INFERENCE
It is clear from the above table that 31 percentages of the respondents disagree that the
wage fixation is not up to the mark, whereas 25 percentages of the respondents agree 24
percentages of the respondents do not have any opinion 12 percentages of the respondents
strongly agree and the remaining 8percent of the respondents strongly disagree.
It is found that 31 percentages of the respondents disagree that the wage fixation is
not up to the mark.
S.no Opinion Frequency Percentage
1 Strongly agree 18 12.0
2 Agree 37 24.7
3 Neutral 36 24.0
4 Disagree 47 31.3
5 Strongly disagree 12 8.0
6 Total 150 100.0
41. 39
Chart No 4.1.8
Respondents’ opinion about the fixation of wages
12
24.7
24
31.3
8
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
42. 40
Table No 4.1.9
Respondent’s opinion towards the allotment of overtime
(Source: primary Data)
INFERENCE
It is understood from the above table that half 50 percentages of the respondents do
not have any opinion about the overtime allotted to them are creating tiresome. Whereas 34
percentages of the respondents disagree, 8 percentages of the respondents agree and the rest 4
percent each of the respondents strongly agree and strongly disagree respectively.
Half 50percentages of the respondents do not have any opinion about the overtime
allotted to them are creating tiresome.
S.no Opinion Frequency Percentage
1 Strongly agree 6 4.0
2 Agree 12 8.0
3 Neutral 75 50.0
4 Disagree 51 34.0
5 Strongly disagree 6 4.0
6 Total 150 100.0
43. 41
Chart No 4.1.9
Respondent’s opinion towards the allotment of overtime
4
8
50
34
4
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
44. 42
Table No 4.1.10
Respondent’s opinion on the incentives schemes followed by the
organization
(Source: primary Data)
INFERENCE
It is evident from the above table 38 percentages of the respondents disagree that the
incentives scheme in the organization are not up to the mark 21 percentages of the
respondents agree and do not have any opinion respectively 16 percentages of the
respondents strongly agree and remaining 4 percentages of the respondents strongly disagree.
It is found that 38 percentages of the respondents disagree that the incentives scheme
in the organization are not up to the mark.
S.no Opinion Frequency Percentage
1 Strongly agree 24 16.0
2 Agree 32 21.3
3 Neutral 31 20.7
4 Disagree 57 38.0
5 Strongly disagree 6 4.0
6 Total 150 100.0
45. 43
Chart No 4.1.10
Respondent’s opinion on the incentives schemes followed by the
organization
16
21.3
20.7
38
4
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
46. 44
Table No 4.1.11
Respondent’s opinion on the provision of allowance and working hours
(Source: primary Data)
INFERENCE
It is clear from the above the table that as high 41 percentages of the respondents
agree that the allowance are not worth to their working hours. Whereas 23 percentages of the
respondents disagree. 16 percentages of the respondents strongly agree.13 percentages of the
respondents strongly disagree and remaining 8 percentages of the respondents do not have
any opinion.
It is found that as high as 41 percentages of the respondents agree that the allowances
are not worth to their working hours.
S.no Opinion Frequency Percentage
1 Strongly agree 24 16.0
2 Agree 62 41.3
3 Neutral 12 8.0
4 Disagree 33 22.0
5 Strongly disagree 19 12.7
6 Total 150 100.0
47. 45
Chart No 4.1.11
Respondent’s opinion on the provision of allowance and working hours
16
41.3
8
22
12.7
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
48. 46
Table No 4.1.12
Respondent’s opinion towards the workplace and working condition
(Source: primary Data)
INFERENCE
The above table shows that the majority 72 percentages of the respondents disagree that
the workplace exists with unsafe working condition. 12 percentages of the respondents strongly
agree and disagree respectively 4 percentages of the respondents agree that the workplace
exists with unsafe working condition.
It is found that majority 72 percentages of the respondents disagree that the workplace
exists with unsafe working condition.
S.no Opinion Frequency Percentage
1 Strongly agree 18 12.0
2 Agree 6 4.0
3 Disagree 108 72.0
4 Strongly disagree 18 12.0
5 Total 150 100.0
49. 47
Chart No 4.1.12
Respondent’s opinion towards the workplace and working condition
12
4
72
12
Strongly agree
Agree
Disagree
Strongly disagree
50. 48
Table No 4.1.13
Respondents opinion about simplify in the work place
(Source: primary Data)
INFERENCE
The above table reveals that majority 71 percentages of the respondents strongly agree
that the workplace were found simplify and 29 percentages of the respondents agree.
Majority 71 percentages of the respondents strongly agree that the work place were
found with simplify.
S.no Opinion Frequency Percentage
1 Strongly agree 106 70.7
2 Agree 44 29.3
3 Total 150 100.0
52. 50
Table No 4.1.14
Respondents’ opinion toward the level of safety towards handling
equipments
(Source: primary Data)
INFERENCE
It is evident from the above that most 67 percentages of the respondents strongly
agree that the level of safety towards handling materials are unsafe, 24 percentages of the
respondents agree and remaining 9 percentages of the respondents disagree.
It is found that the most 67 percentages of the respondents strongly agree that the
level of safety toward handling material is unsafe.
S.no Opinion Frequency Percentage
1 Strongly agree 101 67.3
2 Agree 36 24.0
3 Disagree 13 8.7
4
Total 150 100.0
53. 51
Chart No 4.1.15
Respondents’ opinion toward the level of safety towards handling
equipments
67.3
24
8.7
Strongly agree
Agree
Disagree
54. 52
Table No 4.1.15
Respondent’s opinion towards the handling of defective tools and
equipment
S.no Opinion Frequency Percentage
1 Strongly agree 101 67.3
2 Agree 18 12.0
3 Strongly agree 31 20.7
4 Total 150 100.0
(Source: primary Data)
INFERENCE
It is understood from the above that most 67 percentages of the respondents strongly
agree that the work place with defective tools and equipments to handle while 21 percentages
of the respondents disagree and remaining 12 percentages of the respondents agree that the
work place with defective tools and equipment in handle.
It is found that most 67 percentages of the respondents strongly agree that the work
place exists, defective tools and equipments to handle.
55. 53
Chart No 4.1.15
Respondent’s opinion towards the handling of defective tools and
equipment
67.3
12
20.7
Strongly agree
Agree
Strongly agree
56. 54
Table No 4.1.16
Respondent’s opinion towards supervisor following favoritism
S.no Opinion Frequency Percentage
1 Strongly agree 13 8.7
2 Agree 100 66.7
3 Disagree 37 24.7
4
Total 150 100.0
(Source: primary Data)
INFERENCE
The above table exhibits that most 67 percentages of the respondents agree that the
supervisor favoritism. Whereas 25 percentages of the respondents disagree 9 percent of the
respondents strongly agree.
It is found that most 67 percentages of the respondents agree that the supervisor
follows favoritism.
58. 56
Table No 4.1.17
Opinion of the respondents about the grievances in continuity of their
service
(Source: primary Data)
INFERENCE
The above table exhibits that majority 79 percentages of the respondents disagree that
their grievances in continuing their service whereas 17 percentages of the respondents
strongly disagree and the remaining 4 percentages of the respondents agree.
It is found that majority 79 percentages of the respondents disagree that their
grievance in continuing their service
S.no Opinion Frequency Percentage
1 Agree 6 4.0
2 Disagree 119 79.3
3 Strongly disagree 25 16.7
4
Total 150 100.0
59. 57
Chart No 4.1.17
Opinion of the respondents about the grievances in continuity of their
service
4
79.3
16.7
Agree
Disagree
Strongly disagree
60. 58
Table No 4.1.18
Respondent’s opinion toward the disciplinary rules
S.no Opinion Frequency Percentage
1 Strongly agree 124 83.0
2 Agree 26 17.0
3 Total 150 100.0
(Source: primary Data)
INFERENCE
The above table shows that majority 83 percentages of the respondents stated that the
company conducted disciplinary rules and 17 percentages of the respondents opined no.
It is found that majority 83 percentages of the respondents stated that the company
conducted disciplinary rules.
62. 60
Table No 4.1.19
Respondent’s opinion toward getting appropriate leaves
(Source: primary Data)
INFERENCE
From the above table shows that majority 76 percentages of the respondents agree that
their company grant leaves appropriate and 24 percentages of the respondents strongly agree.
Majority 76 percentages of the respondents agree that their company appropriately.
S.no Opinion Frequency Percentage
1 Strongly agree 37 24.7
2 Agree 113 75.3
3 Total 150 100.0
64. 62
Table No 4.1.20
Respondent’s opinion towards satisfaction on medical facilities
(Source: primary Data)
INFERENCE
The above shows that majority 75 percentages of the respondents agree that they were
satisfied towards the medical facilities and 25 percentages of the respondents strongly agree.
It is found that majority 75 percentages of the respondents agree they were satisfied
towards medical facilities.
S.no Opinion Frequency Percentage
1 Strongly agree 37 24.7
2 Agree 113 75.3
3 Total 150 100.0
66. 64
Table No 4.2.1
ANOVA Based On Age And Overtime Allotted
Null Hypothesis (Hο): There is no significant difference between age and over time
allotted.
Sum of Squares Df Mean Square F Sig.
Between Groups 28.620 1 28.620 58.635 .000
Within Groups 72.240 148 .488
Total 100.860 149
(Source: primary Data)
Interpretation:
From the above table it is interpreted that, for 1 and 148 degrees of freedom, the critical
value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value, we
reject the null hypothesis and accept the alternative hypothesis.
INFERENCE
From the above table it is inferred that, there is significance difference between the
age and overtime allotted. Hence the null hypothesis is rejected.
67. 65
Table No 4.2.2
ANOVA based on Experience and Handling equipment
Null Hypothesis (Hο): There is no significant different between experience and handling
equipment.
(Source: primary Data)
Interpretation:
From the above table it is interpreted that, for 3 and 146 degrees of freedom, the
critical value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value,
we reject the null hypothesis and accept the alternative hypothesis
INFERENCE
From the above table it is inferred that, there is significance difference between the
experience and handling equipment.
Sum of Squares Df Mean Square F Sig.
Between Groups 80.028 3 26.676 109.797 .000
Within Groups 35.472 146 .243
Total 115.500 149
68. 66
Table No 4.2.3
ANOVA based on income and allowance
Null Hypothesis (Hο): There is no significant difference between income and allowance
working hours.
(Source: primary Data)
Interpretation:
From the above table it is interpreted that, for 1 and 149 degrees of freedom, the
critical value is 0.00 for α = 0.05, the calculated value of F is greater than the critical value,
we reject the null hypothesis and accept the alternative hypothesis
INFERENCE
From the above table it is inferred that, there is significance difference between the
income and work allowance.
Sum of Squares Df Mean Square F Sig.
Between Groups 50.035 1 50.035 46.821 .000
Within Groups 158.159 148 1.069
Total 208.193 149
69. 67
z-TEST
Table No 4.3.1
z Test based on Gender and Economic
Null Hypothesis (Hο): There is no significant difference between gender and economic.
Gender N Mean S.D Z value Sig
Male 113 10.247 3.57
2.0531 0.04
Female 37 17.00 1.15
(Source: primary Data)
INFERENCE
From the above table it is inferred that, there is significance difference
between the gender and economic. Hence the null hypothesis is rejected.
Table no 4.3.2
z Test based on Gender and Workgroup
Null Hypothesis (Hο): There is no significant difference between gender and workgroup.
Gender N Mean S.D Z value Sig
Male 113 6.69 1.5
17.8049 0.00
Female 37 12.86 1.81
(Source: primary Data)
INFERENCE
From the above table it is inferred that, there is significance difference between the
gender and workgroup. Hence the null hypothesis is rejected.
70. 68
Table No 4.3.3
z Test based on Gender and Work Environment
Null Hypothesis (Hο): There is no significant difference between gender and work
environment.
Gender N Mean S.D Z value Sig
Male 113 8.23 1.17
18.7123 0.00
Female 37 10.32 .94
(Source: primary Data)
INFERENCE
From the above table it is inferred that, there is significance difference between the
gender and work environment. Hence the null hypothesis is rejected.
71. 69
CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Findings
96 %of the respondents are in the age between 41 and 50 years.
75% of the respondents are male.
96% of the respondents are married.
58 % of the respondents have completed their primary level education.
46 % of the respondent’s monthly income lies between Rs.5001 to 10000.
46 % of the respondents are having above 15 years of work experience.
31 % of the respondents disagree that the wage fixation is not up to the mark.
50 % of the respondents do not have any opinion about the overtime allotted to them
are creating tiresome.
38% of the respondents disagree that the incentive schemes in the organization are not
up to the mark.
41 % of the respondents agree that the allowances are not worth to their working
hours.
72 % of the respondents disagree that the work place exists with unsafe working
condition.
71 % of the respondents strongly agree that the workplace were found with
illumination.
67% of the respondents strongly agree that the levels of safety towards handling
materials are unsafe.
67 % of the respondents strongly agree that the work place exists with defective tools
and equipments to handle.
67 % of the respondents agree that the supervisor follows favoritism.
83 % of the respondents agree towards supervisors’ attitude to kindle their regional
feelings.
83 % of the respondents stated that the company conducted disciplinary rules.
76 % of the respondents agree that their company grant leaves appropriately.
75 % of the respondents agree that they were satisfied towards the medical facilities.
72. 70
There is a significant difference between the age and overtime allotted. Hence the
null hypothesis is rejected.
There is a significant difference between the experience and equipment handling.
Hence the null hypothesis is rejected.
There is a significant difference between the income and allowance. Hence the null
hypothesis is rejected.
There is a significant difference between the gender and economic group. Hence the
null hypothesis is rejected.
There is a significant difference between the gender and work environment. Hence
the null hypothesis is rejected.
There is a significant difference between the gender and work group. Hence the null
hypothesis is rejected.
73. 71
5.2 Suggestions
To overcome the grievance there are few needs indentified by the respondents which are
listed out as below
Due do the lack of grievance redressal procedure, the employees should be given an
opportunity to express their dissatisfaction, which will automatically pave a way to
settle their frustration.
During the times of settlement the satisfaction of the employee should be ultimate
goal of an organization.
To follow an effective settlement the company needs to keep a check on arbitrary
actions during grievance procedures.
It is suggested that a good grievance redressal may bring harmonious industrial
relations as employee grievances are settled before they turn into industrial conflict.
5.3 Conclusion
The employee with a grievance first approaches his supervisor/manager and conveys his
problems, verbally. This grievance may also be expressed in a conference of a discussion
specifically arranged for this purpose. The grievance can be settled at this stage if the
supervisor has the requisite people management and problem solving skills. If the employee
is not satisfied with the settlement, the supervisor forwards this grievance to a higher-level
manager or departmental head with a not mentioning the grievance of the employee and the
failure in the first stage of redressal. The manager solving the grievance at this level may be
a business manager or superintendent or an industrial relations officer who checks the
grievance and gives his verdict.
In case of Cambodia Mills Limited the procedures followed by the organization was very
much satisfying and from the survey it was found that almost all the respondents are satisfied
towards the grievance procedures of the organization. The study concludes that this shall be
kept intact to achieve the satisfaction level among employees and organization.
74. 72
BIBLIOGRAPHY
Biswanath Ghosh, “Human resources development and management”, publishing
house pvt ltd, 2000, Pp 284-294.
Reprinted 2005, 2006,2007,2008,2009.
European Trade Union Institute (1989) Collective Bargaining in Western Europe
Garry Dessler, “Human Resource Management” Prentice hall of India, 7th edition,
reprint 1997, Pp 543.
Indrasen I “Some correlation and perception of organizational climate managerial
psychology” Pp 35-45.
Kothari C R, “Research Methodology Methods and Techniques” 2nd edition Vishwa
Prakashan Pp 227-299.
Ozaki (1987), 'Labour Relations in the Public Service,' IL Review, July – Aug.
Prasad I M “Organizational Behaviour” Sultan Chand&Sons Reprient 1998, Pp 229-
350.
Schregle J (1991)'Workers Participation in Decisions Within Undertaking' IL Review
Jan – Feb.
VSP Rao, “Human resource management”2nd edition 2005, Pp 491-506.
WEBSITE:
www.ntc.com (Industry profile and company details) may 28
www.wikipedia.com may 26
www.borjournals.com . June 6
www.indianmba.com/../fc338.html June 8
Www.Cambodia@vsnl.net June 11
www.http:ststististic.leard.com/….one-way Anova
www.businessdictionary.com/definition/grievance.htm may 20
www.griev.com/whatisagrievance.html. may 22
http://www.le.ac.uk/bl/gat/virtualfc/Sta...
http://www.businessdictionary.com/definition/research-methodology.html#ixzz3DwXxuxQW
75. 73
Questionnaire
A Study on Employees Grievence Handling Procedures in Cambodia mills
ltd, Coimbatore
Personal profile:
1. Age
a) Below 25 b) 25-30 c) 31-40
d) 41-50 e) Above 50
2. Gender
a) Male b) Female
3. Marital status
a) Married b) Unmarried
4. Educational Qualification
A) Illiterate b) Primary level
c) Secondary Level c) higher secondary Level
5. Monthly income
a) Below Rs, 3000 b) 3001-5000
c) Above Rs.5000
6. Experience in the present job
A) Below 5 years b) 5 to 10 years
C) 10 to 15 years d) 15 to 20 years
7. In which department are you working now?
A) Management b) Supervisor
C) Worker d) Executive
76. 74
Economic
8. Do you think that wage fixation is not up the mark?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
9. Do you feel that the overtime allotted to you is creating tiresome?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
10. Do you feel that the incentives scheme in the organization is not up to the mark?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
11. Do you agree that the allowance is not worth to your working hours?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
Work environment
12. Do you think that the workplace you work is unsealing working condition?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
13. Do you feel that the workplace you work is having illumination?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
14. Do you think that the levels of safety towards handling equipments are unsafe?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
77. 75
15. Do you feel that the work place exists with defective tools and equipments?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
Supervision
16. Do you think that your supervisor follows favoritism?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
Work group
17. Do you feel you have grievances in continuity of service?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
18. Do you have any opinion towards the disciplinary rules?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
19. Do you feel the company is appropriate in granting leaves?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
20. Are you satisfied towards the medical facilities?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree