EFFECTIVENESS OF GREIVANCE AND REDRESSAL PROCEDURE

AT
P K DAS INSTITUTE OF MEDICAL SCIENCES
IN
VANIAMKULAM
Minor Project Report

Submitted to the
UNIVERSITY OF CALICUT, MALAPPURAM
In partial fulfillment of the requirement for the award of the degree
MASTER OF BUSINESS ADMINISTRATION
Submitted by
VANI M HARI
(Reg.No:NCANMBA054)
Under the guidance of
Asst.Prof. P.MURUGANANTHAM

School of Management
NEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTRE

Pampady, Thiruvilwamala, Thrissur-680597,Kerala,India

School of Management
NEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTRE
Pampady, Thirivilwamala, Thrissur-680597

DECLARATION
I, VANI M HARI hereby declare that the project report entitled
EFFECTIVENESS OF GRIEVANCE AND REDRESSAL PROCEDURE AT P.K.DAS
INSTITUTE OF MEDICAL SCIENCES IN VANIAMKULAM,submitted to the
University of Calicut in partial fulfillment of the requirements for the award of the degree of
the Master of Business Administration is a record of original work done by me during 21days
from 28th August 2014 to 18th September 2014 under the guidance of
Mr.P.Muruganantham, Assistant Professor, School of Management, Nehru College of
Engineering and Research Centre.
I also hereby declare that this project report has not been submitted at any time other
university or Institution for the award of any degree/ diploma/ fellowship or other titles.

Place:Pampady
Date:

Signature of Candidate

Forwarded

DIRECTOR

PRINCIPAL

School of Management

Nehru College of Engineering and Research Centre

School Of Management
NEHRU COLLEGE OF ENGINEERING AND RESEARCH CENTRE
Pampady, Thiruvilwamala, Thrissur-680597

CERTIFICATE

This is to certify that this dissertation submitted in partial fulfillment of the

requirement of the degree of Master of Business Administration of the University of Calicut
is a record of bona fide project work done by VANI M HARI under my supervision and
guidance and no part of this project report has been submitted earlier for the award of any
degree of any University and this report has not been published in part or full in any other
magazine or journal.

Date:

Faculty Guide

ACKNOWLEDGEMENT
It gives immense pleasure to express thanks to al those who helped me the successful
completion of this project work. First of all I would like to thank the GOD ALMIGHTY,
who has been a constant support in every walk of my life and source of my strength in
presenting this project.
Success and happiness are directly related to the achievement of the goal set. The
contribution for the success of this project work came from distinguished person. I express
my indebtedness to each and every individual who have helped me in the preparation of this
project at P K DAS INSTITUTE OF MEDICAL SCIENCES.
I express with deep sense of gratitude to Mr.PREM KUMAR, PRO and Mr.
JANARDHANAN, HR Head the kind of co-operation and assistance received at P K DAS
INSTITUTE OF MEDICAL SCIENCES, for giving me the opportunity and permitting me
to do the project. My sincere thanks to all members of administration and the employees for
the help and co-operation extended.
Words are boundless to express my sincere thanks to Prof. UMESH
NEELAKANTAN, Deputy Director Nehru School of Management, for providing me
permission, guidelines and facilities for the project.
Heartfelt thanks to my guide Mr. P. MURUGANANTHAM, Assistant Professor,
Nehru School of Management, for his immense and valuable guidance which has resulted in
the work taking the present form. I take the privilege to extend my hearty thanks to the
faculty member of Nehru School of Management. NCERC for the valuable suggestion
throughout the project duration.
Last but not least I wish to extent my gratitude to my PARENTS AND FRIENDS for
support and co-operation they rendered to me to make this project perfect in its total. Finally
I convey my thanks to all who helped me directly and indirectly to carry out this project
successfully.

VANI M HARI

TABLE OF CONTENTS

Chapter

Title

Number
LIST OF TABLES
LIST OF FIGURES
ABSTRACT
I

INTRODUCTION AND DESIGN OF THE STUDY

1.1

Introduction to the study

1.2

Industry Profile

1.3

Company Profile

1.4

Statement of the problem

1.5

Objective of the study

1.6

Scope of the study

1.7

Hypothesis of the study

1.8

Research Methodology
1..8.1

Concepts And Terms Used

1.8.2

Data Collection

1.8.3

Sampling

1.8.4

Tools For Analysis

1.8.5

Limitations of the study

II

REVIEW OF LITERATURE & THEORETICAL

PROFILE

III

DATA ANALYSIS AND INTERPRETATION

IV

SUMMARY AND CONCLUSIONS

4.1

Findings

4.2

Suggestions

4.3

Conclusion
APPENDICES
Schedule
Useful Materials
BIBLIOGRAPHY

Page
Number

LIST OF TABLES

Table
Number

Title

1.3.5

Board of Directors

1.3.10

Major Competitors

3.1

Gender of respondents

3.2

Marital status of respondents

3.3

Year of experience of respondents

3.4

Completely satisfied with the job

3.5

Awareness of grievance redressal committee

3.6

Aware the members of grievance redressal committee

3.7

Aware of monthly meetings

3.8

Real reason of the problem identified

3.9

Higher authority listen the grievance

3.10

Importance given to what is right rather than who is right

3.11

Ensure that the right decision has ended up in satisfaction

3.12

Provide temporary relief until the right decision made

3.13

Members are actively engage in resolving the problems

3.14

Decisions are not satisfactory, given opportunity to take to

higher officials

Page
Number

3.15

Matter relevant to grievance kept confidential

3.16

Procedure for conveying grievance simple and easy to utilize

3.17

Supervisor given authority to take necessary action to resolve

the problem

3.18

Proper records maintained on each grievance

3.19

Nature of work and environment meet the expectations

3.20

Generally keep complaints to employees itself

3.21

Find the ideal solution where both person emerge as winner

3.22

Conflicts resolving is an important functions for the smooth

functioning of an organization

3.23

Rate the satisfaction level for the conflict resolving procedure

adopted by the company

3.24

Year of Experience and level of job satisfaction

3.25

Calculation of Chi-square

LIST OF FIGURES

Figure
Number

Title

1.2.3

Current and future trend

1.3.6

Organization chart

1.3.11

Future prospects and growth

3.1

Gender of respondents

3.2

Marital status of respondents

3.3

Year of experience of respondents

3.4

Completely satisfied with the job

3.5

Awareness of grievance redressal committee

3.6

Aware the members of grievance redressal committee

3.7

Aware of monthly meetings

3.8

Real basis of the problem identified

3.9

Higher authority listen the grievance

3.10

Importance given to what is right rather than who is right

3.11

Ensure that the right decision has ended up in satisfaction

Page
Number

3.12

Provide temporary relief until the right decision made

3.13

Members are actively engage in resolving the problems

3.14

Decisions are not satisfactory, given opportunity to take to

higher officials

3.15

Matter relevant to grievance kept confidential

3.16

Procedure for conveying grievance simple and easy to utilize

3.17

Supervisor given authority to take necessary action to resolve

the problem

3.18

Proper records maintained on each grievance

3.19

Nature of work and environment meet the expectations

3.20

Generally keep complaints to employees itself

3.21

Find the ideal solution where both person emerge aswinner

3.22

Conflicts resolving is an important functions for the smooth

functioning of an organization

3.23

Rate the satisfaction level for the conflict resolving procedure

adopted by the company

10

ABSTRACT
The Project was undertaken in PK Das Institute of Medical sciences, Vaniamkulam in
order to understand the grievance redressal procedure of the company. The purpose is to
know the awareness among employees about the grievance redressal system and to know
about the procedure followed by the company. The duration of the project was 21 days
starting from 28th August to 18th September 2014.The data collected from 58 employees of
PKDIMS and analyzed with the help of statistical tool. The study has many limitations like
short duration, bias of respondents in the data. From the study it is clear that majority of the
employees are satisfied with the grievance redressal system followed by the company. The
suggestion given to PKDIMS to conduct awareness programs frequently, distribute
information leaflets, display boards showing the procedure to rectify the grievances of
employees. To conclude, this project work helps the management to assess the existing
redressal procedure and it is possible to make relevant changes in the existing procedure on
the basis of findings and suggestions of the study.

11

CHAPTER I
INTRODUCTION AND DESIGN OF THE
STUDY

12

1.1 INTRODUCTION
The Objective of the project is to understand the effectiveness of grievance handling
procedure followed by PK Das Institute of Medical Sciences because human resource is
considered to be the most valuable asset in any organization. It is the sum-total of inherent
abilities, acquired knowledge and skills represented by the talents and aptitudes of the
employed persons who comprise executives, supervisors and the rank and file employees. It
may be noted here that human resource should be utilized to the maximum possible extent, in
order to achieve individual and organizational goals. It is thus the employees performance,
which ultimately decides, and attainment of goals. However, the employee performance is to
a large extent, influenced by motivation and job satisfaction. The term relates to the total
relationship between an individual and the employer for which he is paid. Satisfaction does
mean the simple feeling state accompanying the attainment of any goal; the end state is
feeling accompanying the attainment by an impulse of its objective. Job satisfaction does
mean absence of motivation at work. Grievance is any discontent or dissatisfaction that
affects organizational performance. As such it can be stated or unvoiced, written or oral,
legitimate or ridiculous. If the dissatisfaction of employees goes unattended or the conditions
causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude
towards the management and unhealthy relations in the organization.
The grievance redressal procedure of an organization enables employees to air their
dissatisfaction. It is important that an organization has an effective grievance redressal
system. This helps the organization to solve problems at the level of an individual rather than
have themresult in industrial unrest. Keeping track of employee grievances also helps an

13

organizationcheck its policies and procedures to avoid similar problems in the future. The
management should show genuine concern and use a humanitarian approach while
dealingwith employee grievances. The grievance of an employee might have little
significance to themanagement, but for the employee, it is of great significance as it concerns
his career and hisfuture in the organization. Therefore, a grievance should be analyzed and
settled using a human approach, along with procedural and legal approaches. However, care
should be taken to avoidany violation of rules and regulations as this might result in future
problems for the management. Since healthcare comes under service industry, rectifying the
grievances of employees have that much importance. The employees in healthcare include
doctors, nurses, attenders, cleaners, administrators each of them have their own role in the
smooth functioning of the healthcare industry. So an accurate grievance redressal mechanism
is required in all hospitals and other healthcare organizations since they are dealing with life
of others much more importance is given to their mind level. They can provide their better
service if we are ensuring if their grievances or complaints are properly addressed or
rectified.

1.2 INDUSTRY PROFILE

1.2.1 INDUSTRY HISTORY
Medicine and surgery date back to the beginning of civilization because diseases
preceded humans on earth. Early medical treatment was always identified with religious
services and ceremonies. Priests were also physicians or medicine men, ministering to spirits,
mind and body, Priests/doctors were part of the ruling class with great political influences
and the temple/hospital was also a meeting place.Medicine as an organized entity first
appeared 4000 years ago in the ancient region of Southwest Asia known as Mesopotamia.
Since the 1980s, health sector reforms and the liberalization policy in India have
created new profit-making opportunities in health care markets for local and international
corporations. A new pro-market regulatory environment has helped private corporations to
invest in the hospital sector. While the demand for hospital care has increased in India, public
and private hospital care providers failed to deliver not only in terms of volume (i.e. number
of beds) but also in terms of quality of care. With such an untapped market and a favorable
regulatory environment, corporations see tremendous growth potential in Indian hospital
care.

14

The privatization of hospital care and the early stages of its corporatization have been
researched by various authors throughout the 1980s and 1990s. Since the early 2000s more
hospital chains have been created and have expanded all over India. From national level
hospital chains like Apollo Hospitals and Fortis Healthcare to regional level networks like
Max Healthcare and CARE Hospitals, hospital chains are more diverse than before. In terms
of sources of funding, network models, technical and management partnerships, and market
segmentation, each corporate hospital chain is looking for its own market space in an
increasingly competitive environment. While the failures of the public-private partnership in
the hospital sector have been well documented (Public Action Committee, 2006), central and
state governments have shown a renewed interest in supporting corporate hospital chains.
Different factors have attracted private investors to hospital care delivery. A first
element is the rising demand for hospital care in India. Since Independence in 1947, life
expectancy in India has more than doubled, rising from 28 years to 69 years in 2009. The
Indian population has increased and aged. According to the Census of India, the old age
population (> 60 years old) rose from 19 million in 1951 to 77 million in 2001. An ageing
population means an increasing need for hospital care as seen in other emerging countries
like China or Brazil. In addition to such demographic trends, morbidity rates of Indias
population are also shifting.
While infectious diseases like tuberculosis are still taking their toll, degenerative
diseases are becoming a major health concern in India. Cancers, diabetes, cardiovascular
diseases, and coronary heart diseases are on the rise. According to some evaluations, about
29.8 million people had coronary heart disease in India in 2003. The country is expected to
account for 60 percent of heart disease patients worldwide by 2010. The number of diabetic
patients in India more than doubled from 19 million in 1995 to an estimated 50.7 million in
2010 (International Diabetes Federation, 2009). These diseases require proper medical and
hospital care. It was estimated that spending on in-patient care accounts for 47 percent of
total private healthcare spending because of lifestyle diseases (CII-McKinsey, 2002).
The economic growth of the last fifteen years has also meant that an increasing part
of India's population can afford to spend more on healthcare. One report estimates that
Indias middle class numbers as many as 50 million people (McKinsey Global Institute,
2007). This number is expected to expand in the coming decades as more households are
expected to move away from poverty. In a country where out-of-pocket expenses still
represent 70 to 80 percent of the total health spending, such a trend means that more money
can be spent on healthcare and health insurance. An increasing share of the Indian population
can afford to get treatment from the private hospital sector. Figures from National Statistical
Survey Organization (NSSO) socioeconomic surveys show that over the years, the share of

15

hospitalization cases treated by the private sector in urban areas rose from 40 percent to 62
percent between 1986 and 2004. Even in rural areas the share of private sector hospitalization
went up from 40 percent to 58 percent for the same period (NSSO, 1987, NSSO, 2004).
Given this scenario, several private investors see huge growth potential in hospital
services. Central and state governments have done their best to attract more private investors
to the hospital sector. With the support of the central government and international agencies
like the World Bank, corporate hospital chains started to enter into close partnership with
state governments.

1.2.2 PLAYERS IN THE INDUSTRY

India is the most populated geographical area in the world has the largest number of
medical colleges and our country rightly possess medical professionals of the highest medical
expertise and acumen .The PK Das Institute of Medical Sciences, a reputed super specialty
and General hospital has been progressing in a big way and has been successful in starting a
state of art infrastructure enabled medical college. The main medical colleges and hospitals
in India are as follows:
Asian Heart Hospital:
Asian Heart Institute is India's highest accredited hospital by JCI (joint commission
International), NIAHO (National Integrated Accreditation for healthcare Organizations), and
ISO (International Organization for Standardization) and ranked by JCIL- the world's
premier healthcare accreditation agency, as the No.1 among its participating hospitals
Apollo Hospitals:
Apollo Hospitals was the forerunner of integrated healthcare in Asia, as well as
globally. Today, the group's futuristic vision has ensured that it has been in a position of
strength at every touch point of the healthcare delivery chain. Its presence encompasses over
10,000 beds across 56 hospitals, more than 1500 pharmacies, over 100 primary care &
diagnostic clinics, 115 telemedicine units across 9 countries, health insurance services, global
projects consultancy, 15 academic institutions and a Research Foundation with a focus on
global clinical trials, epidemiological studies, stem-cell and genetic research.
KMC Hospitals:
KMC Hospital, Mangalore has pioneered medical excellence in healthcare delivery in
India. It is driven by the mission of "Care with a personal touch". The two hospitals at
Mangalore i.e., KMC Hospital, Ambedkar Circle and KMC Hospital, Attavar, house the state

16

of ART technology for all specialties and super specialties. In pursuit of maintaining
excellent standards KMC Hospital is continuously upgrading clinical expertise, state of art
equipments and latest diagnostic and imaging services.
Sterling hospitals:
Established as a multistage tertiary care hospital in 2001, Sterling Hospital is today
the market leader in private chain of hospitals across Western India. It is owned and managed
by Sterling Addlife India Pvt.Ltd. Persisting on its corporate philosophy of patient centric
approach, ethical medical practices, and world-class healthcare, Sterling has been offering a
range of high quality medical and surgical care in a host of critical specialties such as
Cardiology and CVTS Surgeries, Neurology and Neuro-Surgeries, Nephrology and Urology,
Liver and Renal Transplant (Live and Cadaveric), GI Medicine and Surgeries, Haematology,
Bone Marrow Transplant, Oncology and Onco-surgery, Critical Care and Emergency Trauma
Care, Orthopaedic and Joint Replacement, Spine Surgery, Obesity Surgery, Neonatology as
well as General Medicine and Surgery amongst others.

Wockhardt hospitals:
Wockhardt hospitals was incorporated on August 28, 1991 under the Companies Act,
1956 as a public limited company. The Company was originally named First Hospitals and
Heart Institute Limited. On September 11, 2000 the name was changed to Wockhardt Health
Sciences Limited and subsequently on October 19, 2000 the name was changed to Wockhardt
Hospitals Limited. Wockhardt hospitals is one of the leading tertiary care, super specialty
healthcare networks in India offering high quality healthcare services. The chain of hospitals
is owned by the parent company Wockhardt Ltd which has featured on the list of Top 10
pharmaceutical companies in India.
Goodwill Hospital and Research Centre:
Goodwill Hospital and Research Centre Ltd. is a specialty hospital in Delhi and
NCR(India). The Companys hospital offers fully established departments of orthopedics,
specializing in joint replacements, cardiology, laparoscopic surgeries and neuro sciences.
Chennai Meenakshi Multispeciality Hospital:
Chennai Meenakshi Multispeciality Hospital Limited. (CMMH), formerly known as
Devaki Hospital, is a 100-bedded hospital located in the heart of Chennai at Mylapore , it is
headed by its CEO, Dr.V.Krishnamurthy, an eminent Rheumatologist. He is ably assisted by a

17

team of dedicated specialists whose USP is commitment, empathy, professional skill,

expeditious response and quality care at affordable cost.

1.2.3 CURRENT & FUTURE TREND

Growth of health care industry in India

Source: www.forbex.com

18

1.3 COMPANY PROFILE

1.3.1 INCEPTION OF THE COMPANY
PK Das Institute of Medical Science is run by Nehru College of Educational and
Charitable Trust and is founded in the year 2010 at Vaniamkulam (Near the banks of
Nilariver) by the late Sri PK Das, father of Advt.Dr.P Krishnadas and Dr.P
Krishnankumar.He constituted Nehru College of Educational & Charitable Trust in the year
1968 to deliver world class quality in education and to impart training in a structured
manner .Under his able stewardship, the educational institutions established by the Trust
blossomed in to centers of excellence in their respective fields. They are now the bench mark
institutions in their categories.P.K. Das Institute of Medical Sciences (PKDIMS) is a tribute
to this great academician, institution builder, philanthropist and above all a noble man.
Though he left us, about a year back ,he has groomed his sons Adv.P.Krishnadas, the
present Managing Trustee and Dr.P.Krishnakumar,CEO& Secretary, Nehru Group of
Institutions at Coimbatore in to successful academicians and administrators. They have taken
over the reins of administration of these institutions in an admirable manner. The Chairman
had foreseen the birth of a great University in the name of Jawaharlal Nehru University.
ORGANIZATIONS OPERATED BY THE NEHRU GROUP

Nehru Colleges of Engineering and Research Centre Pampady, Thiruwilamala, Thrissur.

Nehru Colleges of Aeronautics and Applied Sciences, Coimbatore.
Nehru Institute of Engineering and Technology Coimbatore.
Nehru Arts and Science College, Coimbatore.
Nehru Institute of Information Technology and Management. Coimbatore
Nehru Institute of Management Studies, Coimbatore.
Jawaharlal College of engineering and Technology, Lakkidi, Palakkad.
Nehru School of Management, Pampady, Thrissur.
Nehru College of Pharmacy, Pampady, Thrissur.
Nehru College of Nursing, Vaniyamkulam, Palakkad.
Jawaharlal Aviation Institute, Lakkidi, Palakkad.
P K DAS Institute of Medical Sciences, Vaniyamkulam, Palakkad.
The Nehru Colleges of Education and Charitable Trust is presently chaired by Adv. P.

Krishna Das (Managing Trustee) with Dr. P. Krishna Kumar (Director)

MISSION

19

Our Mission is to bring world-class health care within the reach of every person and to
maintain excellence in medical education and research.
VISION
Treat all patients with compassion, dignity and respect.
Continuously improve the quality of health care and services.
Attract medical professionals of eminence and develop centers of excellence in all
specialties.
Conduct research, promoting academics and providing structured training to medical, nursing
and paramedical students.
QUALITY POLICY
We will strive to maintain international standards in treatment, Laboratory services and
prescribing and dispensing medicine.

1.3.2 HISTORY OF THE COMPANY

P K Das Institute of Medical Sciences is a health care initiative by the Nehru College
of Educational and Charitable Trust. The Nehru College of Educational and Charitable Trust
was started in 1968 under the authorship of Late P K Das, a renowned chartered engineer,
eminent academician ,industrialist and a philanthropist with the aim to bring in state of the art
standards in the field of higher education both professional and non- professional.
Under his able stewardship, the Educational Institutions established by
the trust blossomed in to centers of excellence in their respective fields. They are now the
bench mark Institutions in their categories.
He laid the foundation of the 350 Bed Super Specialty Hospital at Vaniyamkulam
with the intention of establishing a state of the Art, Medical Centre of Excellence to cater to
the needs of people of Kerala and adjoining Tamilnadu. His dream was to raise it to the level
of Premium Health Care Institutions in the world. Unfortunately he couldn't see his dreams
fulfilled in his life time.
Whenever we hear the name Nehru College immediately the name of the Chairman
late P.K.Das comes to our mind. Chairman's name is synonymous with Nehru Colleges.

20

Which stand as Hall Mark of Quality in the field of Higher Education. Starting from scratch
in 1968, this great leader, spent each ounce of his energy and sweat to establish 12
prestigious institutions in Tamil Nadu and Kerala. Through his hard toil, sweat, firm
determination and strict self discipline, he established Nehru College of Aeronautics and
Applied Sciences at Kuniamuthur, Coimbatore in 1968. Besides this college, he established
four engineering colleges, one Arts & Science college, one Pharmacy College, one Aviation
Institute and one Super speciality hospital and three Management Colleges in Tamil Nadu
and Kerala. He was hardly 29 years of age in 1986, when he started his career as
Academician at Coimbatore.
Before his death, about a year back ,he has groomed his sons Adv.P.Krishnadas, the
present Managing Trustee and Dr.P.Krishnakumar,CEO& Secretary, Nehru Group of
Institutions at Coimbatore in to succcessful academicians and administrators. They have
taken over the reins of administration of these institutions in an admirable mannaer.
As part of the Nehru group of institutions, The PK DAS INSTITUTE OF MEDICAL
SCIENCES is committed to practicing at the leading edge of medicine.They have the skills
and resources to develop highly specialized units in all specialties .They have sure that many
of these will be recognized as centers of excellence in the near future for the quality of care
and outcomes achieved.This was how PK DAS INSTITUTE OF MEDICAL SCIENCES got
its start and the rest,as they say,is history.

1.3.3 TYPE OF ORGANIZATION

Name of Organisation:

PK Das Institute of Medical Science

Type

Private

Industry
education

Service industry in the area of Healthcare and Medical

Location

Vaniamkulam,Palakkad,Kerala,India

Key People

Advt.Dr.PKrishnadas,Managing Trustee
Dr.PKrishnakumar,CEO& Secretary

Area

Medicare,Medical,Paramedicaleducation,Surgery

21

1.3.4 NATURE OF BUSINESS

Medical, Paramedical, Nursing, Healthcare, Medical Research and development
,Treatment, Laboratory services, Medical dispensaries, Medical Consultation are the different
types of services provided by P K Das Institute of Medical Sciences.

1.3.5 BOARD OF DIRECTORS

The Board of P K Das Institute of Medical Sciences comprises of Chairman, CEO,
Trustee and Director of Operations drawn from various fields having considerable expertise
in their respective areas. The Board fulfills the requirements of P K Das Institute of Medical
Sciences.
A list of Directors indicating their status is given in the table below:

Board of Directors
Name

Position

Adv.Dr.P.Krishnadas

Chairman & Managing Trustee

Dr.P.Krishnakumar

CEO & Secretary

Dr.R.C.Krishnakumar

Director(Operations)

Dr.P.Thulasi

Trustee

22

1.3.6 ORGANIZATION CHART

MANAGING TRUSTEE & CHAIRMAN

CEO & SECRETARY

HONOURABLE TRUSTEE

DIRECTOR
(OPERATIONS)

23

HR &

ACCOUNTS

ADMIN

PUBLIC

CLINICAL

RELATIO
NS

DEPARTMEN
T

NON
CLINICAL

PHARMAC
Y

DEPARTMENT

1.3.8 SERVICE PROFILE

PK Das Institute of Medical Sciences is a reputed super specialty hospital situated at
Ottapalam in Palakkad Dist.,Kerala which is a health care initiative by the Nehru College of
Educational and Charitable Trust.It is a 500 bed tertiary care super specialty hospital with 22
departments and state of the art infrastructure with MRI,CT,Cathlab,Digital X-ray, dialysis
unit etc. The hospital has been growing due to the hard work of committed and dedicated
staffs and the support of the general public.
Now the Medical Council of India (MCI) recognized the hospital as a teaching
institution and permitted to open the Medical College with an intake of 150 students every
year.PKDIMS aims at imparting quality medical education to eligible students of all
categories to produce competent medical professionals. The medical college is affiliated to
the Kerala University of Health Sciences.
1. Anesthesiology
PKDIMS carefully plan the anesthetic procedures after studying the patient history
and have consultation with the surgeon for providing valuable assistance in anesthetic
support during surgery and Basic life support.
a) Pre-anesthesia check up to decide upon anesthetic procedures
b) Support for administering safe anesthesia service all types of surgeries
c) Pain relief services and completely monitoring intensive care for trauma patients
d) Post operative Intensive care for patients undertaking major surgery and high risk patients
e) Administering epidural infusions of local anesthetics for pain removal during normal
delivery

24

f) Pain and palliative care for chronic patients

2. Cardiology
The Cardiology Department provides state of the art diagnostic and treatment service
for patients referred with actual or suspected heart disease. This comprises outpatient
facilities, inpatient care, and a comprehensive range of investigational modalities including a
24 hour fully equipped cardiac catheterisation lab which offers a range of interventional
cardiology procedures.
a) Health check-ups, Cardiac consultation
b) Daily Cardiology OPD, 24 hours ECG service
c) Computerized Stress Test,2-D Echo, Color Doppler and Tissue Doppler imaging
d) DIET Consultation provided by our Registered Dietician,Cardiac Catheterization
e) Coronary Angiography,Balloon Angioplasty
f) Stent Placement,Pacemaker IMPLANTATION and Follow-up Care,Pericardiocentesis
3. Neuro Surgery
A dedicated 24 hour Neurosurgical Intensive Care Unit, with ventilators and
multichannel invasive monitors for all beds, provides comprehensive care for postoperative
and acutely ill patients.
a) Head & spine trauma
b) Stroke and hemorrhage in the brain and spinal cord
c) Tumors of the brain, spine and spinal cord
d) Disc prolapse and other spinal diseases
e) Vascular diseases such as aneurysms and vascular malformations
f) Instrumentation of the spine and the cranio-vertebral junction
g) Diseases of the pituitary gland
4. General Hospital and Super Specialty Hospital
Every year lots of students are joining in Medical,Paramedical,Nursing courses in
PKDIMS to serve the society as future doctors.The main departments are listed below.
a)Anatomy,Physiology,Biochemistry comes under the pre-clinical departments
b)Pharrnacology,pathology,microbiology,communitymedicine,forensic medicine
under Para clinical departments
5. Medical camps & Awareness Programs

25

comes

Free medical camps are conducted at various places by PKDIMS in which needy
people are given free medical advice and medicines by our team of doctors. The students will
have exposure in these camps giving them opportunities to get first hand information on real
time practices and to understand patient behavior better.
6.Other Major Departments
The other major Departments of PKDIMS which offer services to public are
a) Bones & Joints
b) Dentistry
c) Diabatology
d) Nephrology
e) Peadiatrics
f) Gynacology,Urologyetc

1.3.9 MARKET SHARE

P K Das Institute of Medical Sciences is a health care initiative by the Nehru College
of Educational and Charitable Trust. Its completely governed by Nehru College of
Educational and Charitable Trust. So cant be able to measure market share.

1.3.10 MAJOR COMPETITORS

PKDIMS aims to develop medical professionals, teachers and researchers of
eminence to prove the lives of the people and to develop centers of excellence in all
specialties and make a notable difference thereby contributing to the progress of this nation.
The major competitors are tabulated below:
No
1
2
3

Name
Amala institute of Medical
Sciences
Jubilee Mission Medical
College
Government Medical College

26

Place
Thrissur
Thrissur
Thrissur

4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23

Elite Mission Hospital

Mother Hospital
Westfort Hospital
Daya Hospital
Aswini Hospital
Thankam Hospital
Valluvanad Hospital
Palana Institute of Medical
Sciences
Welcare Hospital
Karuna Hospital
Ganga Medical Centre&
Hospitals
K G Hospital
PSG Hospital
Rao Hospital
Sri ramakrishna Hospital
Kovai medical centre&
Hospital
Al shifa Hospital
Moulana Hospital
Al salama Hospital
EMS Co-operative Hospital

Thrissur
Thrissur
Thrissur
Thrissur
Thrissur
Palakkad
Palakkad
Palakkad
Palakkad
Palakkad
Coimbatore
Coimbatore
Coimbatore
Coimbatore
Coimbatore
Coimbatore
Perinthalmanna
Perinthalmanna
Perinthalmanna
Malappuram

1.3.11 FUTURE PROSPECTS AND GROWTH

The rate of growth of the health care industry in India is moving ahead neck to neck
with the pharmaceutical industry and the software industry of the country. Much has been
said and done in the health care sector for bringing about improvement. Till date,
approximately 12% of the scope offered by the health care industry in India has been tapped.
The health care industry in India is reckoned to be the engine of the economy in the years to
come. Health care industry in India is worth $17 billion and is anticipated to grow by 13%
every year. The health care sector encompasses health care instruments, health care in the
retail market, hospitals enrolled to the hospital networks etc.India being the most populated
geographical area in the world has the largest number of medical colleges and our country
rightly possess medical professionals of the highest medical expertise and acumen.

27

Just like other Medical colleges, Nehru Group of Institutions wants to make
PKDIMS, a benchmark in the field of medical education. Within the next decade,PKDIMS
hopes to emerge as a pillar in the medical education and health care in India especially in
Kerala and also want to expand the footprint beyond state and national borders.
This is nearly summed up in the companys corporate tagline, Creating tomorrows
healthcare leaders today

1.4 SATEMENT OF THE PROBLEM

The study is aimed to understand the Grievance Redressal of Employees in the PK
Das Institute of Medical Science. The employee needs a proper grievance handling
mechanism to continue in the same company for a long term with complete job
satisfaction.PK das institute of Medical Science is purely service oriented in the area of
Healthcare and Medical education so hereby resolving the grievance of employees plays a

28

crucial role in the future development of the organization. This study helps to understand
about the gap between expectation of employee and the employer or higher authorities in
addressing their grievances, so accordingly PK Das Institute of Medical sciences can make
best quality redressal mechanism to their employees. Employees differ as individuals, in their
needs, expectations and behavior. When their needs are not satisfied or their objectives are
not achieved, the result is employee dissatisfaction. It is not an easy task for the management
to keep all the employees satisfied and motivated all the time. So I planned to study the
redressal of employees in PK Das institute of medical Sciences.

1.5 OBJECTIVE OF THE STUDY

To study the effectiveness of Redressal/Grievance handling procedure
To identify whether the employees are aware of the grievance handling
mechanism

29

 To know the level of satisfaction of employees towards the grievance handling

procedure of the organization

1.6 SCOPE OF THE STUDY

30

In this project an attempt has been made to analyze the Grievance Redressal of
Employees of PK Das Institute of Medical Science, Vaniamkulam. P K Das Institute of
Medical Sciences is a health care initiative by the Nehru College of Educational and
Charitable Trust. PKDIMS aims at imparting quality medical education to eligible students of
all categories to produce competent medical professionals. The study tries to understand the
grievance handling procedure of the firm, awareness of grievance handling procedure among
employees, grievance among employees if any.The target respondents of the study are the
employees of PKDIMS.
Grievance Redressal of employees has been analyzed on the basis of the following seven
grievance redressal related factors

Awareness about Redressal forum

Awareness about Grievance Redressal Procedure
Awareness about the monthly meetings of Redressal Committee
Approach of higher authorities towards employees
Nature of the decision taken by the Committee & Higher authorities
Involvement of Committee members to resolve problems
Action taken by the Committee

The duration of the study was starts from 28 th August 2014 to 18th September 2014. This
study helps to understand the key areas that company wants focus to resolve the grievances
of employees. The collection of data from PK Das Institute of Medical science had done by
using a questionnaire and also information is collected directly from 58 employees. The
employees covered includes all the department of PKDIMS. The tools like percentage
analysis and Chi-Square Test are used for analysis.
The study throws light on need for Grievance handling procedure and this study
facilitates the management for further improvement on the same. This study will also be
useful when similar kind of research is undertaken.

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1.7 HYPOTHESIS
According to C.R Kothari Hypothesis is usually considered as the principal
instrument in research. Its main function is to suggest new experiments and observations. In
fact, many experiments are carried out with the deliberate object of testing hypothesis on the
basis of available information and take decision on the basis of such testing.
Chi-Square Test: Chi-square test is applied to test the goodness of fit, to verify the
distribution of observed data with assumed theoretical distribution. Therefore it is a measure
to study the divergence of actual and expected frequencies; Karl Pearsons has developed a
method to test the difference between the theoretical (hypothesis) & the observed value.
Chi square test (X2) = (O E) 2 / E
Degrees Of Freedom = V = (R 1) (C -1)
Where,
O = Observed Frequency
E = Expected Frequency
R = Number of Rows
C = Number of Columns
For all the chi-square test the table value has taken @ 5% level of significance.
Hypothesis:
Ho: There is no significant relationship between year of experience and level of job
satisfaction.
H1: There is significant relationship between year of experience and level of job
satisfaction.

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1.8 METHODOLOGY
Research methodology is defined as a highly intellectual human activity used in the
investigation of nature and matter and deals specifically with the manner in which data is
collected, analyzed and interpreted. In this study the researcher has followed a methodology
to collect data and analyze the same. The project being undertaken was exploratory research.
Where in all these approaches of exploratory researcher were used to collect the information
on Grievance Redressal Procedure in P K DAS Institute of Medical Sciences.

1.8.1 CONCEPTS AND TERMS USED

Employee grievance: Employee grievance refers to the dissatisfaction of an employee with
what he expects from the company and its management. A company has to provide an
employee with a safe working environment, realistic job preview, adequate compensation,
respect etc.
Employee grievances may or may not be justified. However, they need to be tackled
adequately because they not only lower the motivation and performance of the employee but
also affects the work environment. Employee grievances if left unchecked can lead to large
disputes within the company. Any company must have a proper channel for employee
grievance redressal.
Quick action: As soon as the grievance arises, it should be identified and resolved. Training
must be given to the managers to effectively and timely manage a grievance. This will lower
the detrimental effects of grievance on the employees and their performance.
Acknowledging grievance: The manager must acknowledge the grievance put forward by
the employee as manifestation of true and real feelings of the employees. Acknowledgement
by the manager implies that the manager is eager to look into the complaint impartially and
without any bias. This will create a conducive work environment with instances of grievance
reduced.
Gathering facts: The managers should gather appropriate and sufficient facts explaining the
grievances nature. A record of such facts must be maintained so that these can be used in
later stage of grievance redressal.

33

Examining the causes of grievance: The actual cause of grievance should be identified.
Accordingly remedial actions should be taken to prevent repetition of the grievance
Decisioning: After identifying the causes of grievance, alternative course of actions should
be thought of to manage the grievance. The effect of each course of action on the existing
and future management policies and procedure should be analyzed and accordingly decision
should be taken by the manager.
Execution and review: The manager should execute the decision quickly, ignoring the fact,
that it may or may not hurt the employees concerned. After implementing the decision, a
follow-up must be there to ensure that the grievance has been resolved completely and
adequately.
Employees stress: Employees stress is a growing concern for organizations today. Stress can
be defined as a lively circumstance in which people face constraints, opportunities, or loss of
something they desire and for which the consequence is both unpredictable as well as crucial.
Stress is the response of people to the unreasonable/excessive pressure or demands placed on
them.
Concept of Employee Discipline: Discipline means systematically conducting the business
by the organizational members who strictly adhere to the essential rules and regulations.
These employees/organizational members work together as a team so as to achieve
organizational mission as well as vision and they truly understand that the individual and
group aims and desires must be matched so as to ensure organizational success.
Employee grievance : Employee grievance is the perception of unfair treatment on the job.
There are many factors that make employees unhappy. For instance, non cooperation from
fellow members or a harsh remark relating to domestic affairs, may create unhappy situation
at work. Finally such feelings of dissatisfaction or discontent result in employee grievance.
There is hardly an organization that runs smoothly at all times.
Employment: Employment is a relationship between two parties, usually based on a
contract, one being the employer and the other being the employee.
Employee: An employee contributes labor and/or expertise to an endeavor of an employer
and is usually hired to perform specific duties which are packaged into a job. An Employee is
a person who is hired to provide services to a company on a regular basis in exchange for
compensation and who does not provide these services as part of an independent business.

34

Wage labor: Wage labor is the socioeconomic relationship between a worker and an
employer, where the worker sells their labor under a formal or informal employment
contract. These transactions usually occur in a labor market where wages are market
determined. In exchange for the wages paid, the work product generally becomes the
undifferentiated property of the employer, except for special cases such as the vesting of
intellectual property patents in the United States where patent rights are usually vested in the
original personal inventor.
Grievance procedure: Grievance procedure is a formal communication between an
employee and the management designed for the settlement of a grievance. The grievance
procedures differ from organization to organization.
Company: A company is an association or collection of individuals, whether natural persons,
legal persons, or a mixture of both. Company members share a common purpose and unite in
order to focus their various talents and organize their collectively available skills or resources
to achieve specific, declared goals.

1.8.2 DATA COLLECTION

The researcher design is purely the framework or plans for a study that guides the
collection and analysis of data. It is a blue print that is followed in completing a study. Since
the study depicts the true current status prevailing the organization, the researcher design is
descriptive.
DESCRIPTIVE RESEARCH DESIGN
Descriptive research studies are those studies which are concerned with describing
the characteristics of a particular individual, or a group. The research much focuses attention
on the factors like formulating the object. Designing methods, selecting the samples,
collecting, processing and analyzing the data and reporting the findings.
DATA COLLECTION METHODLOGY
Survey method is used for primary data collection
DATA SOURCES
There are two types of data
Primary data
Secondary data

35

PRIMARY DATA
Primary data refers to the information obtained firsthand by the researcher on the
variables of interest for the specific purpose of the study. For the purpose data collection the
researcher has used survey method to get response from the respondent. Questionnaire is a
pre-formulated written set of questions by which researcher records the response of
respondents.

SECONDARY DATA
Secondary data refers to information gathered from sources already existing.
Secondary data was collected form websites, journals, textbooks were also used to
supplement the primary data.

1.8.3 SAMPLING
A sample design is a definite plan for obtaining a sample from a given population.
There used convenience sampling for this study. Through the questionnaire the samples are
collected from the customer. The questionnaire is prepared in a well-structured and nondisguised form. So that it is easily understandable and answerable by everyone.

SAMPLING UNIT
The study population includes the employees of the hospital.
SAMPLE SIZE
The sample size chosen for the study is 58

36

SAMPLING METHOD
PRE-TESTED INTERVIEW SCHEDULE
The questionnaire is prepared in a well-structured and non disguised form. So that it is
easily understandable and answerable by everyone. The type of questions are objective type.

1.8.4 TOOLS FOR ANALYSIS

1.Percentage Analysis
2.Chi-square Test

1.8.5 LIMITATIONS OF THE STUDY

The results cannot be considered for the long term process
The views and preferences of the people may change from time to time, so it cannot
be consider for long run
The new employees opinion may not consistent for future

37

CHAPTER II
REVIEW OF LITERATURE &
THEORETICAL PROFILE

38

2.1 REVIEW OF LITERATURE

Jasper van Teeffelen(2011):In the titled by Exercising Citizenship Invited and Negotiated
Spaces in Grievance Redressal Systems in HubliDharwad reported that Different groups
of citizens exercise their citizenship through various channels in Indian cities to realize their
social rights. In classic urban MANAGEMENT SYSTEMSdominated by government,
citizens rights are allocated by governments. New forms of network governance see
governments as enabling actors for private sector provision, relegating citizen rights to
consumer rights. New e-based grievance redressal systems in many Indian cities are part of
this new perspective, designed to make governmentcitizen relations more transparent and
effective. This article is based on a case study of a north Karnataka city, where e-based
grievance systems have been introduced.
Aditya Swroop(2008): In the titled by Grievance Settlement Authorities: Emerging
Trends reported that the Third Five Year Plan formulated a Code of Discipline for industries
which was voluntary accepted by the management and the labour. Through it the industrial
disputes could be mutually settled and litigation could be avoided as far as possible. The
establishment of Works Committees, the encouragement of workers organizations and the
settlement of the problem of bonus by constituting a Bonus Commission were the other
features of this plan document.The first few traces of the evolution of alternative dispute
mechanisms to solve labour disputes can be traced from this document. Needless to say, one
of these mechanisms is the proposed establishment of Grievance Settlement Authorities to
solve disputes between individual workers and the management.
(Klass, 1989; Walker & Hamilton,2011): In the titled by Grievance filing reported that
Grievance filing refers to the act by which an individual or group of workers formally
express their feelings of dissatisfaction by fol-lowing the prescribed procedures of the organization (Walker & Hamilton, 2011). Normally, the grievance filing process consists of
four steps; i) discussion with the supervisor, ii) filing the written request to resolve the
grievance with the supervisor, iii) decisions by the immediate supervisor and iv) decision by
the higher authorities in the case if grievance is not handled by the immediate super-visor.
Muhammad Adeel Anjum (2001): In the titled by Relationship Dynamics of Filing
Grievances: A Conceptual Model reported that Grievances are indispensible in the
contemporary of competition in the face of limited resources available to the individuals,
organizations and the nations. A grievance, in the organizational context, refers to the
formally submitted complaint by an employee or group of employees.

39

However, if a grievance is made good in time, the existing relationships between the
employee and his co-workers is expected to get strengthened. Otherwise, it turns into a
dispute thereby aggravating the organizational relationships from bad to worse. This article
brings a diversity of arguments around the practices of filing grievance in the form of thesis
and anti-thesis thereby emerging into a synthesis arguing that grievance-filing is not
negative in itself unless baseless and fake grievances are filed for some hidden agenda. This
paper also presents a conceptual model which demonstrates the relationship dynamics of
filing grievances and guides the future researches. Some propositions have also been
developed in this paper which could be validated by empirical researches in the future.
Ash PA. (1970): In the titled by The parties to grievance, Personnel Psychology. reported
that Hypothesized that the grievance behavior of union stewards (i.e., the number of
grievances filed, of CONSULTATIONS with aggrieved employees, and of informal
discussion with supervisors concerning potential grievances) would vary systematically with
their manifest needs. A study of 62 union stewards who represented 3,450 rank-and-file
union members supported the hypothesis. Significant associations were found between needs
for achievement, dominance, affiliation, and autonomy (assessed by the Manifest Needs
Questionnaire of R. M. Steers and D. N. Braunstein, 1976) and grievance behavior of union
stewards.
DR. Supriya Chowdari(2006): In the titled by Redressal and settlement of employees
Grievances- A study of selected industrial units reported that Organization does not exist in
vacuum, but made of people and function through people. An organization is what its people
are. The true significance of the grievance emerges only when we recognize the expression of
dissatisfaction as a symptom of friction, of malfunctioning somewhere in this living structure
of shop relationships. In their working lives, employees occasionally have causes to be
uncomfortable, disappointed or aggrieved either about certain managerial decisions, practices
or service conditions. When human beings work together there is likelihood of friction and
misunderstanding. Some of these areas of friction could lead to unhappiness or
dissatisfaction among workers. The grievance procedure is one of the most important means
available for employees to express their dissatisfaction. It is also a means available to
management to keep a check on relevant diagnostic data on the state of the organizations
health. The present study is an attempt to identify and suggest such an effective, flexible and
simple procedure of settlement of grievance that can ensure the speedy redressal of the
grievances and must be capable of ensuring a sense of satisfaction to the employee
concerned. In this context, an empirical study has been made of three organizations to
identify their grievance handling machinery.

40

Allen and Keaveny (1985) noted the inconsistent results and low explanatory power of
studies focusing on demographic and job related variables to differentiate between grievants
and nongrievants. They focused on several attitudinal variables in their study of grievants and
nongrievants from the 1977 Quality of Employment Survey. They found several statistically
significant differences in attitudinal measures between grievants and nongrievants. Grievants
were less satisfied with their jobs, had poorer attitudes toward their line supervisors, had
greater feelings of pay inequity, had stronger beliefs that workers should participate in
decision-making, were less satisfied with their unions, and more active in their unions. The
lower satisfaction with the union among grievants may be due to dissatisfaction with the
processing of their grievances. As Allen and Keaveny note, a limitation of this study is that
the attitudinal measures were obtained after the grievants had initiated their grievances.
Lewin and Peterson (1988) discuss the results of a survey about grievance activity
conducted by one of the organisations included in their study. Based on data reported by
Lewin and Peterson, 16 percent of employees said they had no issues that warranted filing a
grievance over the past year and another 12 percent said they only had questions of
clarification about policies but apparently no grievable issue. Thus, 28 percent of employees
would effectively be eliminated as potential grievants because they had experienced no
grievable events.
Prof. Lallan Prasad (1973): He studied the grievance procedure in three plants namely,
Rourkela, Bhilai and Durgapur. Industrial relations in these plants have been in a poor state
from the very beginning. When the plant was under construction, non-payment of wages and
maltreatment of labourers were common features, which led to a large number of strikes,
lockouts and go-slows.
Dr. M.S. Choudhary (1996): The grievance procedures and machinery of some
organizations have been studied as a part of his research on Collective Bargaining. The study
was mainly concerned with the procedure of Grievance Settlement. He also recommended
that to have better and harmonious industrial relations, there must be effective machinery for
the settlement of employees grievances.
Lewin and Boroffs (1994):In their study they analyzed the employees who perceived that
they experienced unfair treatment and filed a grievance and employees who perceived unfair
treatment but did not file a grievance. They found that employees with higher loyalty to the
employer were less likely to have filed a grievance.

41

Some empirical studies were also already being conducted by some Indian researchers to for
exploring the grievance handling practices in some organizations. The main objective of
the survey was to know the grievance handling practices followed by the organizations and
the overall framework of industrial relations to which these practices are resorted to.

2.2 THEORETICAL BACKGROUND

According to Ichiniowski,C(1987) in the publication named Grievance procedures and
firm performance explained grievances are the disputes regarding the effect, interpretation,
application, claim or breach of any employment agreement between the organization and its
employees Grievances are widespread phenomenon in workplaces and have been an
important concern within the organizations. In general,the term grievance refers to the real or
supposed hardship suffered by an individual in formal work settings which forms some
legitimate grounds of launching complaints (Turner & O'Sullivan, 2013). Public Sector
Workforce Office of Australian Government defines a grievance as a clear statement by an
employee of a work-related problem, concern or complaint, including those involving:
The interpretation and application of people management policies including
allocation of work, job design, performance management;
A workplace communication or interpersonal conflict;
An occupational health and safety issue;
An occupational health and safety issue;
A question, dispute or difficulty concerning the interpretation, application, or
operation of an award/enterprise agreement or other agreement
A grievance is a dissatisfaction regarding an official act or omission by the employer
which adversely affects an employee in the employment relationship, excluding unfair
dismissal.

42

Employee work-related concerns and grievances which are not promptly and effectively
resolved (http://www.eeo.nsw.gov.au/employee/grievance.htm) result in:
Lost productivity and lower quality work, products and customer services;
Distraction from corporate goals and loss of confidence and communication
between employees, managers and supervisors;
Low morale and job satisfaction which can lead to industrial problems, increased
absenteeism and increased staff turnover; and
Loss of reputation to the employee and lost working time of everyone involved.

Grievance: Definition
In the year 1998, the Indian Government ratified Article 1 of the Convention 122 of
the International LabourOrganisation. Article 1 of the Convention it can thus be concluded
confers upon workers the right to have redressal mechanisms to their grievances and thus the
Indian Government is now by way of ratifying the Article 1 of the Convention 122 obligated
to look into such interests if the workers . Having recognized the existence of a right to

43

redressal of grievances, it is necessary for the purpose of this project to look into the reason
behind why workers may have grievances as well as the development of grievance redressal
mechanisms over time and finally conclude on the need for an individual grievance redressal
mechanism under the Industrial Disputes Act.
Grievances may occur for a number of reasons: The primary reason for a large
number of individual grievances can be attributed to discontent with regard to wage fixation
and wage revision, leading employees to feel that they are underpaid in comparison to their
peer. Another factor contributing to a large number of grievances amongst individuals is due
to inferior working conditions and restrictive practices towards production efficiency.
Grievances amongst workers may also arise due to a perceived notion of a biased attitude
harboured by the employers towards the employee. Grievances may also arise due to the
inability of a worker to adjust in the work environment and efficiently work with his
coworkers. Grievances amongst workers may also arise because of certain other factors such
as issues relating to violations in respect of promotions, transfer procedures, fines and
granting leave.
Characteristics of Grievances:
Grievance is a word which covers dissatisfaction and which has one or more of the
following characteristics
1. It may be unvoiced or expressly stated by an employee
2. It may be written or verbal
3. It may be valid and legitimate, untrue or completely false, or ridiculous
4. It may arise out of something connected with the organization or work
5. An employee feels that an injustice has been done to him
THEORIES OF EMPLOYEE SATISFACTION& GRIEVANCES

44

The company's ability to fulfill the physical, emotional, and psychological needs of
its employees. Satisfying the employee's all needs, so that he can give 100% to the company.
Satisfaction refers to the level of fulfillment on one's needs, desires, and wants. It can be
experienced in various levels or degrees.
Vital ingredients for any employees satisfaction are physical, security, social and egoistic
needs which satisfy individuals psycho social.
1. Physical and Security need: This relates to satisfaction of bodily function like hunger,
thirst, shelter as well as to be secure in the employment.
2. Social Need: Since human beings are dependent on each other. There are some needs
which can be satisfied only when individual is recognized by other people.
3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things
of his own end to sense of accomplishment
To a considerable extent however physical needs are satisfied off the job. Social needs are
satisfied through personal contacts around the job where egoistic needs are chiefly satisfied
through the job.

MASLOW'S HIERARCHY OF NEEDS:

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham
Maslow in his 1943 paper A Theory of Human Motivation. Maslow subsequently extended
the idea to include his observations of humans' innate curiosity.

45

Maslows hierarchy of needs is most often displayed as a pyramid. The lowest levels
of the pyramid are made up of the most basic needs, while the more complex needs are
located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical
requirements including the need for food, water, sleep and warmth. Once these lower-level
needs have been met, people can move on to the next level of needs, which are for safety and
security.
As people progress up the pyramid, needs become increasingly psychological and
social. Soon, the need for love, friendship and intimacy become important. Further up the
pyramid, the need for personal esteem and feelings of accomplishment take priority. Like
Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of
growing and developing as a person to achieve individual potential.
Maslow believed that these needs are similar to instincts and play a
major role in motivating behavior. Physiological, security, social, and
esteem needs are deficiency needs (also known as D-needs), meaning
that these needs arise due to deprivation. Satisfying these lower-level
needs is important in order to avoid unpleasant feelings or consequences.
Maslow termed the highest-level of the pyramid as growth need (also known as being
needs or B-needs). Growth needs do not stem from a lack of something, but rather from a
desire to grow as a person.

46

There are five different levels in Maslows hierarchy of needs:

1. Physiological Needs: These include the most basic needs that are vital to survival,
such as the need for water, air, food and sleep. Maslow believed that these needs are
the most basic and instinctive needs in the hierarchy because all needs become
secondary until these physiological needs are met.
2. Security Needs: These include needs for safety and security. Security needs are
important for survival, but they are not as demanding as the physiological needs.
Examples of security needs include a desire for steady employment, health insurance,
safe neighborhoods and shelter from the environment.

47

3. Social Needs: These include needs for belonging, love and affection. Maslow
considered these needs to be less basic than physiological and security needs.
Relationships such as friendships, romantic attachments and families help fulfill this
need for companionship and acceptance, as does involvement in social, community or
religious groups.
4. Esteem Needs: After the first three needs have been satisfied, esteem needs becomes
increasingly important. These include the need for things that reflect on self-esteem,
personal worth, social recognition and accomplishment.
5. Self-actualizing Needs: This is the highest level of Maslows hierarchy of needs.
Self-actualizing people are self-aware, concerned with personal growth, less
concerned with the opinions of others and interested fulfilling their potential.
If the needs are note properly satisfied it may led to grievances.So every organization
must satisfy the basic needs of employers for the better functioning,otherwise the grievances
may be expressed interms of other harmful effects.
Cause of Grievance:
Grievance by an employee taking recourse to the formal procedure may not in all
cases solve the real problem. It is true that in many cases the grievance could be taken care of
through the grievance process, but there are instances and occasions when a much deeper
analysis of the systems, procedures, practices and personalities in the organization need to be
examined for the possible casual relationship between them and the grievance, it is well
known that the formally stated grievance is not always the real grievance. There may be
hidden reason, such as a problem supervisor for instance, of an individual may have
difficulty in relating to a work group with a totally different value system. The factors
contributing to the grievance should be properly studied and analyzed to ensure that in fact
the expressed grievance represents the problem stated and not any other problem.

48

Grievances generally arise from the day-do-day working relations in the undertaking,
usually a employee or trade union protest against an act or omission or management that is
considered to violate workers rights. There are certainly some of the causes that can lead to
grievance. Some of them are listed below:
Morality:
There are some rights which must be provided by the company. Which shows morality for
the company?
1.It gives an opportunity to the workers to express their feelings.
2.The management comes to know that what the workers think.
3.It highlights the morale of the people.
4.There may be some complaints, which cannot be solved at supervisory level.
5.They must have been resolved by a systematic grievance handling procedure.
6.It improves the policies and practices of the company.
Working environment:
An fulfill environment means so many thing for

each staff, they always wants a

perfect and wonderful work place for them and to create a manageable work place, company
has to be persuade, and some effective steps are:
1.Poor working conditions
2.Faulty machines and equipments
3.Attitude of supervisor
4.Behavior of top management
5.Favoritism and nepotism
6.Strained relations
7.Excessive discipline
8.Defective promotion
9.Lay off and retrenchment
10.Inadequate health and safety devices
Economic manners:

49

Its an effective motivator for the staffs almost all staffs get motivated for good
amount of wages and other relative facilities and some factors are given below:
1.Wage fixation and revision
2.Payment of overtime
3.Inadequate bonus
4.Demand for welfare and equipments
5.Incentive
6.Allowances
7.Increments
Supervision:
Some staffs likes to take responsibilities in different situation, specially, promotion,
and other exiting activities, its attributed by the interest of the individual staffs, and
supervisory is also can be a motivator.
Work group:
1. Many employees are unable to adjust with colleagues
2. Suffer from feeling of neglect
3. Victimization an object of ridicule and humiliation.
Maladjustment of the Employee:
1. Improper attitudes towards work
2. Lack of interest
Grievance Redressal Procedure
It is important that employees are treated fairly and receive prompt responses to
problems and concerns. For this reason, the University provides a grievance procedure to
promote prompt and responsible resolution of issues raised by staff and administrators. This
procedure may be used freely without fear of retaliation, and the Office of human resources
is available to assist throughout the procedure. The process outlined below should be used if

50

an individual disagrees with a supervisors action including any disciplinary action. If the
problem involves Discriminatory Harassment, Sexual Harassment and/or Discrimination,
reference to those policies should be made to initiate a complaint. When unsure which policy
applies, contact should be made with a human resources HR Consultant or the Office of
Institutional Equity for assistance.
Step 1:
Discuss complaint with immediate supervisor:
The University encourages informal resolution of complaints. Employees should first discuss
the complaint with their immediate supervisor within three (3) business days of the situation
whenever possible. If the complaint is not resolved as a result of this discussion, or such a
discussion is not appropriate under the circumstances, proceed to Step Two. If the action in
dispute involves suspension or termination of employment, Steps One and Two should be
bypassed.
Step 2:
Prepare and Submit Complaint Procedure Form to a HR consultant for Review by
Second-Level Supervisor:
If the employee feels the complaint was not resolved in discussions with his/her immediate
supervisor, they may prepare and submit a formal written complaint for review by the person
to whom the employees immediate supervisor reports (second-level supervisor). To do so,
the employee should prepare a Complaint Procedure Form and submit it to a Human
Resources HR consultant within seven (7) business days of the Step One discussion with the
immediate supervisor (or within seven (7) days of the event being grieved if Step One is
bypassed). The Consultant will then review the complaint, send a copy to the second-level
supervisor and the immediate supervisor (if appropriate), and schedule a meeting for the
employee, the second-level supervisor, and the Consultant to discuss the complaint. The
meeting will ordinarily be held within five (5) business days of the Consultants receipt of the
Complaint Procedure Form. The second-level supervisor will issue a written decision,

51

generally within five (5) business days of the meeting. If the complaint is not resolved to the
employees satisfaction, they may proceed to Step Three.
Step Three:
Submit Complaint Procedure Form to human resource Director of HR Consultants for
Review by Third-Level Manager.
If the employee is not satisfied with the Step Two decision, they may proceed with the
complaint within five (5) business days of receipt of the Step Two decision by submitting it
to the Human Resources Director of HR Consultant for review by the director in charge of
their department or associate dean of the department if in an academic unit. A meeting
between the employee, the Director of HR Consultant and the director or associate dean will
generally be held within five (5) business days. The director or associate dean will issue a
written decision, generally within five (5) business days of the meeting.

Step four:
Submit Complaint Procedure Form for Final Appeal to the Appropriate-Level Vice
President or Provost.
If the employee is not satisfied with the Step Three decision, they may submit the complaint
to the appropriate level Vice President with administrative responsibility for their department
or, for academic units, the OFFICE of the Provost, within seven (7) business days of receipt
of the Step Three decision. The Vice President or Office of the Provost will provide the
Universitys final written response, generally within fourteen (14) business days. The
employees department management will be notified as well.
The long steps and time frame implemented in a grievance redressal mechanism
Process

Timeframe

Employee raises formal grievance in writing to Director of HR

52

As soon as possible and

normally within 5 working

Process

Timeframe
days of informal grievance
outcome, if unresolved

Written acknowledgement of grievance by HR consultacy and a copy of this

procedure provided to the complainant

Within 5 working days of

receipt of formal grievance

Respondent notified in writing by HR of grievance and provided with a copy

of the grievance and any supporting papers. Date set for response to any
allegations (usually within five working days or within a period specified by
the Director of Human Resources, depending on the nature of the complaint).

Within 5 working days of

receipt of formal grievance

Panel established and arrangements made for grievance hearing. Complainant Within 10 working days of
and respondent notified of hearing date
receipt of formal grievance
Complainant and respondent write to HR to request witnesses to be called at
hearing (see 6.6) Complainant and respondent organise their own witnesses'
statements.

No less than 10 working days

before the date of the hearing

HR invite witnesses to hearing, providing a copy of this procedure.

10 working days before the

hearing

All written submission to panel

No less than 5 working days

before the hearing

All parties involved in the hearing to be provided copies of all written

submissions received by the panel

5 working days before the date

of the hearing

Hearing

Normally within one month of

being appointed

Panel decision to HR Director

Within 5 working days of the

hearing

HR Director notifies complainant of outcome of grievance hearing in writing

and informs him/her of right to appeal.

Within 5 working days of the

heari

Objectives of Grievance Handling Procedure:

53

Objectives of the grievance handling procedure are as follows:

1. To enable the employee to air their grievance
2. To clarify the nature of the grievance
3. To investigate the reasons for dissatisfaction
4. To obtain, where possible, a speedy resolution to the problem
5. To take appropriate actions and ensure that promises are kept
6. To inform the employee of their right to take the grievance to the next stage of the
procedure, in the event of an unsuccessful resolution
Benefits of Grievance Handling Procedure:
Benefits that accrue to both the employer and employees are as follows:
1. It encourages employees to raise concerns without fear of reprisal.
2. It provides a fair and speedy means of dealing with complaints.
3. It prevents minor disagreements developing into more serious disputes.
4. It serves as an outlet for employee frustrations and discontents.
5. It saves employers time and money as solutions are found for workplace problems. It
helps to build an organizational climate based on openness and trust.
Details of a grievance procedure/machinery may vary from organization to organization.
Effects of Grievance:
Grievances, if not identified and redressed, may adversely affect workers, managers, and the
organization.
The effects are the following:
1. On the production:
a. Low quality of production

54

b. Low productivity
c. Increase in the wastage of material, spoilage/leakage of machinery
d. Increase in the cost of production per unit
2. On the employees:
a. Increase in the rate of absenteeism and turnover
b. Reduction in the level of commitment, sincerity and punctuality
c. Increase in the incidence of accidents
d. Reduction in the level of employee morale.
3. On the managers:
a. Strained superior-subordinate relations.
b. Increase in the degree of supervision and control.
c. Increase in indiscipline cases
d. Increase in unrest and thereby machinery to maintain industrial peace

55

CHAPTER III
DATA ANALYSIS AND
INTERPRETATION

TABLE 3.1 GENDERS OF RESPONDENTS

Gender
Male
Female
Total
Source: Primary data

No. of respondents
18
32
50

56

Percentage
36
64
100

INTERPRETATION
Table 3.1 shows that the genders of the respondents are more female than male
respondents because the company consists of more female staffs than male staff.

Opinion
Percentage

70
60
50
40
30
20
10
0
Male

Female

FIGURE 3.1 GENDER OF REPONDENTS

TABLE 3.2 MARITAL STATUSES OF RESPONDENTS

Marital Status
Single
Married
Total

Respondents
15
35
50

57

Percentage
30
70
100

Source: Primary data

INTERPRETATION
Table 3.2 shows that Marital Status of respondents and it is high because 70% of the
employees are married because most of the respondents are females.

Opinion
Percentage

80
70
60
50
40
30
20
10
0
Single

Married

FIGURE: 3.2 MARITAL STATUS OF RESPONDENTS

TABLE 3.3 YEAR OF EXPERIENCE OF THE RESPONDENTS

58

Year of Experience
Less than one year
One year
More than one year
Total
Source: Primary data

Respondents
16
20
14
50

Percentage
32
40
28
100

INTERPRETATION
Table 3.3 shows that the year of experience of the respondents is mostly having one
year experience. 40% of the employee are having one year experience.
Opinion

Percentage

45
40
35
30
25
20
15
10
5
0
Less than one year

One year

More than one year

FIGURE 3.3 YEAR OF EXPERIENCE OF RESPONDENTS

59

TABLE 3.4 COMPLETELY SATISFIED WITH THE JOB

Completely Satisfied
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
11
18
11
6
4
50

Percentage
22
36
22
12
8
100

INTERPRETATION
Table 3.4 shows that the level of satisfaction of employees towards their job 58% of
employees are satisfied with their existing job because the organization can able to meet the
satisfaction level of the employees.
Opinion
Percentage

40
35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

60

Disagree

Strongly Disagree

FIGURE 3.4 COMPLETELY SATISFIED WITH THE JOB

TABLE.3.5 AWARENESS OF GRIEVENCE REDRESSAL COMMITTEE

Aware of committee
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
7
17
13
7
6
50

Percentage
14
34
26
14
12
100

INTERPRETATION
Table 3.5 shows that the employee awareness of grievance redressal committee 48%
of the employees are aware of grievance redressal committee because the committee are
actively participating for solving the grievance.

61

Opinion
Percentage

40
35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.5 AWARENESS OF GRIEVANCE REDRESSAL COMMITTEE

TABLE 3.6 AWARENESS THE MEMBERS OF GRIEVENCE REDRESSAL

COMMITTEE
Aware of Members
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
9
16
15
6
4
50

INTERPRETATION

62

Percentage
18
32
30
12
8
100

Percentage

Table 3.6 shows the employee awareness of grievance redressal committee member
and 50% of the employees are aware of the committee members and remaining 50% are not
much aware of the committee members because the committee members are not much
known by the employees.
Opinion

35
30
25
20
15
10
5
0

Strongly Agree

Agree

Neutral

Dissagree Strongly Dissagree

FIGURE 3.6 AWARNESS OF GRIEVANCE AND REDRESSAL COMMITTEE

MEMBERS

TABLE 3.7 AWARENESS OF MONTHLY MEETINGS

Aware of Monthly Meeting
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
2
8
14
19
7
50

Source: Primary data

63

Percentage
4
16
28
38
14
100

INTERPRETATION

Table 3.7 shows the awareness of monthly meetings of the committee and only 20%
of the employees are aware of monthly meetings. Majority of the employees (80%) are not
aware of the monthly meetings because in the organization they are not conducting monthly
meeting regularly.

Opinion
40

Percentage

35
30
25
20
15
10
5
0

Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

FIGURE 3.7 AWARENESS OF MONTHLY MEETINGS

TABLE 3.8 REAL BASIS OF THE PROBLEM IDENTIFIED

Identified
Strongly Agree
Agree
Neutral
Disagree

Respondents
10
16
13
5

64

Percentage
20
32
26
10

Strongly Disagree
Total
Source: Primary data

6
50

12
100

INTERPRETATION
Table 3.8 shows the real basis of their problem identified and 52% of the employees
are agreed with that and remaining 48% of the employees are not agreed because employees
are human beings all the time the management cant be able to meet all the needs of the
employees.

Opinion
Percentage

35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.8 REAL BASIS OF THE PROBLEM IDENTIFIED

TABLE 3.9 HIGHER AUTHORITY LISTEN THE GRIEVANCE

Listen the grievance

Respondents

65

Percentage

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

10
17
13
8
2
50

20
34
26
16
4
100

INTERPRETATION
Table 3.9 shows the range of higher authority is listen when the grievance is presented
54% of the employees are agreed because the higher authority always listen when employees
present the grievance.

Opinion

35
30
25

Percentage

40

20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.9 HIGHER AUTHORITY LISTEN THE GRIEVANCE

66

TABLE.3.10 IMPORTANCE GIVEN TO WHAT IS RIGHT RATHER THAN WHO IS

RIGHT
Importance given
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
15
16
13
4
2
50

Percentage
30
32
26
8
10
100

INTERPRETATION
Table 3.10 shows the importance given by the authorities what is right rather than
who is right 62% of the employees are agreed because the employees are have the trust that
the higher authorities are always given importance.
Opinion
Percentage

35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

67

Disagree

Strongly Disagree

FIGURE: 3.10 IMPORTANCE GIVEN TO WHAT IS RIGHT RATHER THAN WHO

IS RIGHT

TABLE 3.11 ENSURE THAT THE RIGHT DECISION HAS ENDED UP IN

SATISFACTION
Ensure Satisfaction
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
6
11
21
5
7
50

Percentage
12
22
42
10
14
100

INTERPRETATION
Table 3.11 shows the right decision are taken by the authorities 34% of the employees
are satisfied and 42% of the employees are neutrally agreed because the higher authority
ensure that the right decision has ended up in satisfaction.

68

Opinion
45

Percentage

40
35
30
25
20
15
10
5
0

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.11 ENSURE THAT THE RIGHT DECISION HAS ENDED UP IN

SATISFACTION

TABLE 3.12 PROVIDE TEMPORARY RELIEF UNTIL THE RIGHT DECISION

MADE
Provided
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
4
16
19
5
6
50

INTERPRETATION

69

Percentage
8
32
38
10
12
100

Table 3.12 shows whether the authorities provide temporary relief provide until the
right decision made and 40% of the employees are agreed with that because the higher
authority provide temporary relief.

Opinion
40

Percentage

35
30
25
20
15
10
5
0

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.12 PROVIDE TEMPORARY RELIEF PROVIDE UNTIL THE RIGHT

DECISION MADE
TABLE.3.13 MEMBERS ACTIVELY ENGAGE IN RESOLVING THE PROBLEMS
Actively Engage
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
4
20
16
6
4
50

70

Percentage
8
40
32
12
8
100

INTERPRETATION
Table. 3.13 shows the members are actively engage in resolving the problem and 48%
of the employees are agreed because the members are actively participating in resolving the
employees problem.
Opinion
Percentage

45
40
35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.13MEMBERS ACTIVELY ENGAGE IN RESOLVING THE PROBLEMS

TABLE 3.14 DECISIONS ARE NOT SATISFACTORY ,GIVEN THE

OPPORTUNITIES TO TAKE TO HIGHER OFFICIALS
Opportunities Given
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Respondents
5
20
15
5
5

71

Percentage
10
40
30
10
10

Total
Sources: Primary data

50

100

INTERPRETATION
Table 3.14 shows the decisions are not satisfactory, given the opportunities to the
employees to take to higher officials 50% of the employees are agreed with that because the
authority are given opportunities to take to higher officials it will improve the satisfaction
level of the employees.
Opinion
Percentage

45
40
35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.14DECISIONS ARE NOT SATISFACTORY, GIVEN THE

OPPOTRUNITIES TO TAKE TO HIGHER OFFICIALS

TABLE 3.15 MATTER RELEVANT TO GRIEVANCE KEPT CONFIDENTIAL

Kept Confidential
Strongly Agree

Respondents
7

72

Percentage
14

Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

21
12
4
6
50

42
24
8
12
100

INTERPRETATION
Table 3.15 shows the matters relevant to grievance kept confidential 54% of the
employees are agreed because the authorities are relevant matters of grievance kept
confidential this will improve the satisfaction level of the employees.

Opinion

40
35
30

Percentage

45

25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE:3.15 MATTER RELEVANT TO GRIEVANCE KEPT CONFIDENTIAL

73

TABLE 3.16 PROCEDURE FOR CONVEYING GRIEVANCE SIMPLE AND EASY

TO UTILIZE
Simple and easy
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total
Source: Primary data

Respondents
5
14
22
5
4
50

Percentage
10
28
44
10
8
100

INTERPRETATION
Table 3.16 shows the procedure for conveying grievance is simple and easy to utilize
and 38% of the employee are agreed and 44% of the employees are neutrally agreed that the
procedure for conveying grievance is simple and easy to utilize.
Opinion
Percentage

50
45
40
35
30
25
20
15
10
5
0

Strongly Agree

Agree

Neutral

74

Disagree

Strongly Disagree

FIGURE:3.16 PROCEDURE FOR CONVEYING GRIEVANCE SIMPLE AND EASY

TO UTILIZE

TABLE 3.17 SUPERVISOR GIVEN AUTHORITY TO TAKE NECESSARY ACTION

TO RESOLVE THE PROBLEM
Given Authority
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
3
9
31
3
4
50

Percentage
6
18
62
6
8
100

INTERPRETATION
Table 3.17 shows whether the supervisor given authority to take necessary action to
resolve the problem 24% of the employees are agreed and 62% of the employees are
neutrally agreed that the supervisor given authority to take necessary action to resolve the
problem.

75

Opinion

Percentage

70
60
50
40
30
20
10
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE:3.17 SUPERVISOR GIVEN AUTHORITY TO TAKE NECESSARY

ACTION TO RESOLVE THE PROBLEM
TABLE 3.18 PROPER RECORDS MAINTAINED ON EACH GRIEVANCE

Proper Records Maintained

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
5
17
20
5
3
50

INTERPRETATION

76

Percentage
10
34
40
10
6
100

Table 3.18 shows whether proper records are maintained on each grievance 44% of
the employees are agreed because the authorities of the organization are maintaining records
for grievance.
Opinion

40
35
30

Percentage

45

25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.18 PROPER RECORDS MAINTAINED ON EACH GRIEVANCE

TABLE 3.19 NATURE OF WORK AND ENVIRONMENT MEET THE

EXPECTATIONS
Meet the Expectations
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
14
16
11
5
4
50

77

Percentage
28
32
22
10
8
100

INTERPRETATION
Table 3.19 shows the Nature of work and environment meet the expectations and 60%
of the respondents are agreed because the organizational environment and nature of work
meet the expectations of the employees.
Opinion
Percentage

35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE: 3.19 NATURE OF WORK AND ENVIRONMENT MEET THE

EXPECTATIONS

TABLES 3.20 GENERALLY KEEP COMPLAINTS TO EMPLOYEES ITSELF

Keep Them selves
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

Respondents
4
4
14
16
12

78

Percentage
8
8
28
32
24

Total
Source: Primary data

50

100

INTERPRETATION
Table 3.20 shows whether the employees are generally keep the complaints
themselves and only 16% of the employees are agreed with that. The graph shows remaining
employees are not like that they will not keep complaints with themselves.
Opinion
Percentage

35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE:3.20 GENERALLY KEEP COMPLAINTS TO EMPLOYEES ITSELF

TABLE 3.21 FIND THE IDEAL SOLUTION WHERE BOTH PERSON EMERGE AS
WINNERS

79

Ideal Solution
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
2
9
32
3
4
50

Percentage
4
18
64
6
8
100

INTERPRETATION
Table 3.21 shows whether the organization, find the ideal solution where both person
emerge as winners and 22% of the employees are agreed with the statements and most of the
employees are neutraly agreed.
Opinion
Percentage

70
60
50
40
30
20
10
0

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE:3.21 FIND THE IDEAL SOLUTION WHERE BOTH PERSON EMERGE

AS WINNERS

80

TABLE 3.22 CONFLICT RESOLVING IS AN IMPORTANT FUNCTION FOR THE

SMOOTH FUNCTIONING OF AN ORGANIZATION
Important Function
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
21
19
6
2
2
50

Percentage
42
38
12
4
4
100

INTERPRETATION
Table 3.22 shows the conflict resolving is an important function for the smooth
functioning of an organization and 80% of the employees are agreed because the employees
are aware of conflict resolving is an important function for the smooth functioning of an
organization.
Opinion

40
35
30

Percentage

45

25
20
15
10
5
0
Strongly Agree

Agree

Neutral

81

Disagree

Strongly Disagree

FIGURE:3.22CONFLICT RESOLVING IS AN IMPORTANT FUNCTION FOR THE

SMOOTH FUNCTIONING OF AN ORGANIZATION
TABLE 3.23 RATE THE SATISFACTION LEVEL FOR THE CONFLICT
RESOLVING PROCEDURE ADOPTED BY THE COMPANY
Satisfaction Level
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary data

Respondents
21
17
8
2
2
50

Percentage
42
34
16
4
4
100

INTERPRETATION
Table 3.23 shows the rate of satisfaction level for the conflict resolving procedure
adopted by the company and 76% of the employees are agreed because the employees are
satisfied with the level for the conflict resolving procedure adopted by the company.

82

Opinion

Percentage

45
40
35
30
25
20
15
10
5
0
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

FIGURE:3.23 RATE THE SATISFACTION LEVEL FOR THE CONFLICT

RESOLVING PROCEDURE ADOPTED BY THE COMPANY

CHI-SQUARE TEST
Null Hypothesis (Ho) = There is no significant relationship between year of experience and
the level of job satisfaction in PKDIMS Vaniyamkulam.
Alternate Hypothesis (H1) = There is significant relation between year of experience and the
level of job satisfaction in PKDIMS Vaniyamkulam

TABLE 3.24 YEAR OF EXPERIENCE AND LEVEL OF JOB SATISFACTION IN

PKDIMS

83

Strongly
Agree

Year of
Experience

Agree

Neutral

Strongly
Disagree

Disagre
e

Total

Less than one

year

16

One year

20

More than one

year

14

Total

11

18

11

50

The observed (O) is the value obtained from the collected data and the expected frequency
(E) is calculated by using the formula.
E = (Row total of the cell x Column total of the cell ) / Grand total

TABLE 3.25 CALCULATION OF CHI SQUARE

O

(O-E)

3.52

0.48

0.2304

0.07

5.76

-0.76

0.5776

0.10

3.52

0.48

0.2304

0.07

84

(O-E)*2

(O-E)*2/E

1.92

0.08

0.0064

0.00

1.28

-0.28

0.0784

0.06

2.29

1.71

2.9241

1.28

7.2

-0.2

0.04

0.01

4.4

0.6

0.36

0.08

2.4

0.6

0.36

0.15

1.6

-0.6

0.36

0.23

3.08

-0.08

0.0064

0.00

5.04

0.96

0.9216

0.18

3.08

-1.08

1.1664

0.38

1.68

-0.68

0.4624

0.28

1.12

0.88

0.7744

0.69

Total

3.57

X2 = n (Oi-Ei)2
l=1
Ei
Degree of freedom =V=(r 1) (c -1)
= (5-1)(3-1)
=8
Level of significance=5%
Calculated value=3.57
Table value = 7.815

INTERPRETATION

85

Thus the calculated value is less than the table value .So the null hypothesis is
accepted. Therefore, there is no significant relation between year of experience and job
satisfaction in PKDIMS vaniyamkulam

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CHAPTER IV
SUMMARY AND CONCLUSION

4.1 FINDINGS

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Under the study entitled A study on the effectiveness of Grievance Redressal Procedure
in P K DAS Institute of Medical Sciences, Vaniamkulam has found several findings through
the research. The highlights are:
The effectiveness of grievance and redressal procedure is to measure the working
environment and to analyze whether the employees are satisfied with their present
job. And majority of the employees are satisfied with their job. The grievance
redressal committees are actively engaging in the organization for solving the issues
of employees.
Grievance Redressal system given importance to the employees satisfaction level and
provide good working environment. Proper records are maintaining for each
grievances by the committee members.
The committee normally giving temporary relief until the right decision is taken. The
matters relevant to grievance kept confidential by the committee it will give more
confidence for the employees to present the grievance. Nature of the work and the
working environment meet the expectation if the employees.
The relation between year of experience and level of job satisfaction study using the
statistical method chi-square test it is found that there is no significant relationship
between year of experience and level of job satisfaction.
Majority of the employees rated the satisfaction level for the conflict resolving
procedure adopted by the company. More than 70% commented that the conflict
resolving procedure is a good one in the company.( Table 3.23&3.22)
It is found that all are actively involving in resolving the problems. Procedure for
conveying grievance is simple and easy to utilize and provide temporary relief until
the right decision made

4.2 SUGGESTIONS

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The following suggestions are offered regarding effectiveness of grievance redressal

procedure in PK DAS Institute of Medical Sciences, Vaniamkulam. Suggestions made on the
basis of obtained results.
Employees and superior relation should be improved then only grievance can be
easily solved. Informal counseling helps to address and manage grievance in the work
place. This will reduce the fear of employees to present their problems. Open door
policy can be used this will help to reduce the grievances.
Provide suggestion boxes in every floor for the employees. Some of them have fear to
present the problems. Through the boxes they can communicate by writing letters.
The Management should devise strategies to manage younger, male, more educated
and more skilled employees because these are employees who are most likely to file
grievances;
Management should formulate grievance management capacity programmes to
develop the capacity of managers to handle grievances as one of their core functions,
and to build employees confidence in the management of grievances. Management
need to demonstrate that the grievance active work group uses the grievance
procedure to negotiate benefits for themselves, and it is, therefore, important to
strengthen human resource management by allowing employees to participate in the
decisions that affect them;
The rate of grievances in an institution can mean an unhealthy condition or
confidence in grievance management. Increase in filing grievance can be an
indication of an aversive work condition that employees would like management to
rectify, if they have confidence in the ability of management and the fairness of the
process. On the other hand low grievance rate can mean that employees are happy or
they suffer in silence in fear of management reprisal. Therefore, management need to
demonstrate that grievances are welcome and will be handled fairly and expeditiously
and they serve to strengthen human resource management by providing an avenue for
employee voice and thus a means available for resolving organizational conflicts;

89

4.3 CONCLUSION
It is a universal fact that wherever human beings are involved, of certain there will be
discontents and dissatisfaction, even though it may superbly be best managed organizations.
But, it does not mean that by thinking so, the management can ignore the grievance of the
employees. Accumulation of dissatisfaction may result in severe conflicts and litigations,
hampering the peace and work, for which the majority of the human being aspires. Further, it
is observed that some of the situation which could easily be otherwise avoided result in the
form of grievances, damaging the very harmony of the organization. Quite often, it is also
forgotten that the grievances are those pests that weaken the organization tree with the trace
of indelible marks. The study reveals that the Grievance handling procedure is satisfactory.
The organization is recognizing the importance of satisfying the employees and retaining
them. Further improvements can be made so that all the members are highly satisfied with
the procedure. The suggestions and recommendations when implemented will still more
benefit the organization. Most of the surveyed employees are satisfied with the methods
adopted by the organization for redressing the grievance or complaints of the employees.
Furthermore, empirical investigations are required to validate the notions posited in this
study and also to identify all the possible factors that can provide a comprehensive
framework for understanding.

90

APPENDICES

91

SCHEDULE
Respected madam/sir,
I am VANI M HARI pursuing my third semester MBA in Nehru School of
Management @ NCERC, Pampady. I am here to collect valuable information about
GRIEVANCE HANDLING PROCEDURE at P K DAS INSTITUTE OF MEDICAL
SCIENCES, vaniamkulam (Palakkad). This project is part of my MBA course. Please feel
free to answer them as this is purely for academic purpose. This information provided will be
kept confidential. So I humbly request you to go through this and fill the same with your
answers.

Gender: Male [ ]

Female [

Marital status: Single [ ]

Married [

Questions:
1. Year of experience
Less than 1 year
1 year
More than 1 year
2. I am completely satisfied with my job
Strongly Agree

92

Agree
Neutral
Disagree
Strongly Disagree
3. I am aware of the grievance redressal committee in my company
Strongly Agree
Agree
Neural
Disagree
Strongly Disagree
4.

I am aware of the members of the grievance redressal committee

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

I am aware of the monthly meetings of the grievance redressal committee which

are being held in the organization
Strongly Agree
Agree
Neutral
Disagree

93

Strongly Disagree
5. Real basis of my problem identified at all time
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
6. When am presenting problems my higher authorities are always ready to listen
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
7. Always given importance what is right rather than who is right
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
8. Here regular follow up to ensure that the right decision has ended up in satisfaction
Strongly Agree
Agree

94

Neutral
Disagree
Strongly Disagree
9. Temporary relief provided until proper decision is made and it does not raise any
adverse effects within the company
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
10. Committee members actively engage in resolving problems
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
11. Decision is not satisfactory, am getting the opportunity to take it to higher officials
Strongly Agree
Agree
Neutral
Disagree

95

Strongly Disagree
12. Always matters relevant to the grievance kept confidential
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
13. The procedures for conveying grievance simple and easy to utilize
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
14. Supervisor always given authority to take necessary action to resolve the problem
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
15. Proper records maintained on each grievance
Strongly Agree

96

Agree
Neutral
Disagree
Strongly Disagree
16. Nature of work and work environment meet my expectations.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
17. I generally keep my complaints to myself
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
18. I try to find out the ideal solution where both persons emerge as winners
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

97

19. Conflict resolving is an important function for the smooth functioning of an

organization.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
20. Rate the satisfaction level for the conflict resolving procedure adopted by your
company.
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

98

BIBLIOGRAPHY

BIBLIOGRAPHY
Books
Ash PA. (1970). The parties to grievance, Personnel Psychology. 23: 13-37.
Peach D and Livernash R. (1974).Grievance Initiation and Resolution. Cambridge:
Harvard University Press
Bamberger, P. Kohn, E; & Nahum-Shami, I; 2008: Aversive workplace conditions and
employee grievance filing: the moderating effects of gender and ethnicity. Industrial

99

Relations. 47,2, 229-260.

Ichiniowski, C., & Lewin, D.< 1987. Grievance procedures and firm performance, in
Kleiner, M.M., Block, R.N., Roomkin, R., & Salburg, S.W., (eds) Human Resources
and the Performance of the firm IRRA. Washington, D.C.: Bureau of National
Affairs, pp.159-193.
Prasad, Lallan (1973). Personnel Management and Industrial Relations in the Public
Sector, Progressive Corporation Pvt. Ltd., Bombay.
Pylee, M.V. and Simon, George A. (1995). Industrial Relations and Personal
Management, Vikas Publishing House, New Delhi, p. 589.
Chandra, S. (1968). Grievance Prodecure: A Survey of Practices in Industries in India,
Hydrabad : Administrative Staff College of India.
L.M. Prasad: Principles and Practice of Management, 6th edition, Sultan Chand &
Sons, New Delhi.

Journals
Akuratiyagamage MV, Opatha HHDNP. (2004). Grievance of Middle Managers,
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Arthur JB and Jelf GS. (1999). The effects of gainsharing on grievance rates and
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Klaas BS and Thomas DC.( 1994). The Stability Of Individual Grievance Behavior:
An Examination Of Assumptions About Grievance Activity. Journal of Managerial
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Olson-Buchanan, J., 1996. Voicing discontent: what happens to the grievance filer
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the grievance? Journal of Applied Psychology. 81, 1: 52-63.

Bemmels, B. & Foley, 1996. Grievance procedures research: a review and theoretical
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Bemmels B, Reshef Y and Startton-Devine(1991). The Role of Supervisors,

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Employees and Stewards in Grievance Initiation. Industrial and Labor Relations

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Websites
http://pkdashospital.com/the_trust.html, on September 23th 2014
http://pkdims.org/ on September 20th 2014
http://www.moneycontrol.com/ on September 12th 2014
http://www.forbes.com/search/?q= on September 24th 2014
http://en.wikipedia.org/wiki/Main_Page on September 24th 2014
http://www.managementstudyguide.com/ interpersonal - relationship - at
-workplace.htm on September 24, 2014.

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