grievance handling1

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CHAPTER-1

INTRODUCTION

1.1HISTORY

The Dayanand Medical College is positioned in Ludhiana, Punjab. Established in the year 1964, this

institution is also known as DMCH and now rated among the top medical colleges in India. The hospital

is comprised of 1000 bed for the patients and is affiliated to the Baba Farid University of Health Sciences,

Faridkot, India. Over 1,000 faculty members are there in Dayanand Medical College, Ludhiana. All the

departments of this medical college offer 24*7 services. This is a privately managed institution and has a

top quality hospital which is centrally located at Tagore Nagar Civil lines area. Dayanand MedicalCollege, Ludhiana programs are available for undergraduate, postgraduate and nursing students.

Dayanand Medical College, Ludhiana accommodates students irrespective of cast and culture. In fact, the

students' body represents almost all the states of the country. Along with Theoretical Training excellent

hands on training is also available for the students. Students' progress is continuously measured at the

Academic Deans office at Dayanand Medical College, Ludhiana.

Dayanand Medical College & Hospital (DMCH) Ludhiana, Punjab, India is a 1326 bedded (Inclusive 800

teaching beds) tertiary care teaching hospital in North India. The institution has an imposing complex ofmodern buildings and is equipped with all kinds of modern facilities for providing excellent care to the

patients and training to the undergraduate and postgraduate students. All the clinical departments, along

with the diagnostic laboratories provide round-the-clock service at the campus.

1.2 MCI RECOGNITION

The institution is duly recognized by Medical Council of India for the MBBS course as well as several

specialty and super specialty courses.

1.3AFFILIATION

The college is affiliated to the Baba Farid University of Health Sciences, Faridkot, and Punjab.


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1.4 VISION

We aim to establish our selves as one of the best center providing the ethical care with humanitarian touch

at an affordable price

1.5 MISION

To put the patient first in everything we do.

1.6 COURSES OFFERED

1.7 MBBS COURSE:

In the MBBS course, 70 students are admitted every year through the PMET conducted by the Baba

Farid University of Health Sciences, Faridkot, and Punjab.

1.8 MD/MS POSTGRADUATE COURSES:

The College is duly recognized for the following courses:

1. Anatomy

2. Biochemistry

3. Physiology

4. Pathology

5. Pharmacology6. Medicine

7. Microbiology

8. Surgery

9. Obstetrics & Gynecology

10. Pediatrics

11. Dermatology & STD

12. Ophthalmology

13. Otolaryngology14. Orthopedics

15. Anesthesiology

16. Radio-diagnosis

17. Psychiatry

18. Community Medicine (SPM)


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1.9 PG Diploma Courses:

1. Pediatrics (DCH)

2. Obstetrics and Gynecology (DGO)

3. Anesthesia (DA)

4. Otolaryngology (DLO)

1.9 Super Specialties Courses:

1. Cardiology (DM)

2. Gastroenterology (DM)

3. Neurology (DM)

4. Plastic Surgery (MCh)

5. Neuro Surgery (MCh)

6. Cardiothoracic & Vascular Surgery (MCh)

7. Urology (MCh)

1.10 Facilities & Services

DMCH is the only institution in North India, which has an entire floor ofIntensive Care Units (ICUs)

with 157 bedsincorporating all the critical care areas. Notable ICUs are:

1. Intensive Coronary Care Unit

2. Medical ICU

3. Surgery ICU

4. Neurosurgery ICU

5. Stroke unit

6. Pulmonary Critical Care Unit (PCCU)

7. Pediatric and Neonatal ICU

8. Burn ICU

Special care facilities for burns, neonates, thalassemia and cancer patients.

1.11 Hero DMC Heart Institute (HDHI)

Non-Invasive Cardiology:


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The diagnostic equipment includes:

3D Echocardiography

Stress ECHO/Contrast ECHO

Peripheral Vascular Doppler Studies

Holter Monitoring System

Treadmill Testing (TMT)

SPECT-CT Gamma Camera

Interventional Cardiology:

The institute has two digital Cath Labs managed by a team of five DM level consultants. The labs are

used to perform full range of invasive cardiology procedures such as:

Coronary, Peripheral, Renal and Carotid Angiography and Angioplasty

Mitral, Pulmonary and Aortic Valvuloplastomy

Permanent and Temporary Cardiac Pacemaker Implantation

Biventricular Pacemaker Implantation

AICD implantation / Combo Device implantation

Coil/Particle Embolization

PDA/ASD Closure

Radio Frequency Ablation

Electro Physiological Study

The department has earned for itself the reputation of being the best in the region and till December 31,

2010 more than 30,800 cath lab procedures have been performed by the department. It also imparts

training in DM (Cardiology) program.

Cardiothoracic Surgery:

The institute has three state-of-the-art operation theaters managed by a highly competent team of five

MCh Level cardiac surgeons and five cardiac anesthesiologists. The range of surgical procedures

performed includes:

Coronary Artery Bypass Grafting

Beating Heart Surgery


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Valve Replacement Surgery

Aortic Aneurysm and Dissection

Closed Heart Surgeries (PDA, CMV)

Surgery for congenital heart diseases

Thoracic & vascular procedures such as carotid endarterectomy

Combined procedures such as CABG + Valve Replacement, CABG + Carotid

Endarterectomy etc.

The department combines the latest innovations in medical electronics with high-class expertise of its

cardiac surgeons. The technology employed is contemporary and the volumes handled in the region attest

this fact. Till December 31, 2010 more than 5100 surgeries have been performed by the department

achieving a success rate which is at par with that of leading centers around the world.

OPD and Indoor Services:

The institute is managed by renowned consultants, which includes 32 doctors supported by a staff of more

than 700, and a nursing staff of more than 200. Till December 31, 2010 more than 3, 64,000 patients have

benefited from our OPD services.

Nuclear Medicine:

SPECT-CT gamma camera, the only one of its kind in the region, is available in the institute. Nuclear

Medicine procedures permit determination of medical information that may otherwise necessitate more

expensive and invasive diagnostic tests.

Health Check-up:

To prevent heart disease before it develops, a Health Check-up Cell is in operation. Health check-up

packages are devised for early detection of coronary artery disease, especially for those who are in the age

group of 40 and above or those who are in the greater risk category.


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1.12 Future Projects:

A state-of-art cancer center is to be started shortly.

New urban health centre at Shimla Puri.

The institution has well-developed urban and rural health delivery systems, with residential facilities

for training of students and interns under the department of community medicine. Models for health care

delivery and Community Oriented Learning have been developed in these areas in addition to research on

community health problems, which has been widely acknowledged. Multi-purpose Dumra Auditorium is

adding a new dimension to the curricular and extracurricular activities of the students and staff alike.

DMCH, Ludhiana has come up by the dint of hard work and sincere efforts of the management,

administrators, faculty and staff as well as the co-operation of the students. The citizens of Ludhiana and

other places have always been kind in extending their helping hand in building up this institution. Above

all, the Central and State Governments and many dignitaries deserve gratitude for their co-operation and

help interest in the development of the College and the Hospital.


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CHAPTER-2

INTRODUCTION TO THE TOPIC

2.1 GRIVEANCE HANDLING OF EMPLOYE

Grievance can be defined as any discount or dissatisfaction with any aspect of the organization.

When a complaint remains unattended and the employee concerned feels a lack of justice and fair play,

then the dissatisfaction grows and assumes a status of grievance.

The concept Grievance has been variously defined by different authorities.

A grievanceis defined as a "cause for complaint, especially of unjust treatment". It may be the

dispute between the employer and the employee, between the two employees, etc. It is basically

any disagreement between two parties.

According to Jucius, a grievance is any discontent or dissatisfaction, whether expressed or not,

whether valid or not, arising out of anything connected with the company which an employee

thinks, believes or even feels to be unfair, unjust or inequitable.

2.2 FORMS OF GRIEVANCE

A grievance may take any one of the following forms:

FACTUAL- A factual grievance arises when legitimate needs of the employees remain

unfulfilled, e.g. wage hike has been agreed but not implemented citing various reasons. These

grievances reflect the drawbacks in the implementation of the organizational policies.

IMAGINARY- When an employees dissatisfaction is not because of any valid reason but

because of a wrong perception, wrong attitude or wrong information he has. Such a situation may

create an imaginary grievance. Though management is not at fault in such instances, still it has to

be fog immediately. However , such grievance can have far-reaching consequences on the

organization because the employees are likely to develop an altogether negative attitude towards

the organization which decreases their effectiveness and involvement in work. DISGUISED- An employee may have dissatisfaction for reasons that are unknown to him. If

he/she is under pressure from family, friends, relatives, etc, he/she may reach the work spot with

a heavy heart. Hence, disguised grievances should also be considered since they do have far-

reaching consequences in case they are unattended and ignored.


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2.3 CAUSES

ECONOMIC- Wage fixation, overtime, bonus, wage, revision, etc. Employees may feel that

they are paid less when compared to others.

WORK ENVIRONMENT-Poor physical conditions of workplace, tight production norms,

defective tool and equipment, unfair rules, etc.

SUPERVISION-Relates to the attitude of the supervisor towards the employee such as

perceived notions of bias, favoritism, nepotism, caste, affiliations, etc.

WORK GROUP-Employee is unable to adjust with his colleagues suffers from the feeling of

neglect, victimization and becomes an object or ridicule and humiliation, etc.

MISCELLANEOUS-These include issues relating to certain violation in respect ofpromotion, safety methods, transfer, fines, etc.

2.4 EFFECTS

Grievance, if they are not identified and redressed, may adversely affect workers, managers and the

organization as a whole. The effects are:

On Production includes:

Low quality of production.

Low quantity of production and productivity.

Increase in the wastage of material, spoilage/breakage of machinery.

Increase in the cost of production per unit.

On the Employees:

Increases the rate of absenteeism and turnover.

Reduces the level of commitment, sincerity and punctuality.

Increases the incidence of accident.

Reduces the level of employee morale.

On the Managers:

Strains the superior-subordinate relations.

Increases the degree of supervision, control and follow up.

Increases indiscipline cases.

Increase in unrest and thereby machinery to maintain industrial peace.


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2.5 GRIVEANCE HANDLING PROCEDURE

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 or relevant diagnostic data on

the status of the organizations health.

The formal mechanism for dealing with workers dissatisfaction is called the grievance procedure. It is

generally a formal system of several steps through which an affected employee can take his grievance to

successively higher levels of management for redressal.

In small organisation, communication, knowledge and contact is possible to a much greater extent, thus

reducing the need for a formal grievance procedure.

2.6 NEED FOR A GRIEVANCE PROCEDURE

Thus, grievances affect not only the employees and the managers but also the organization as a whole. In

view of these adverse effects, the management has to identify and reduce the grievances in a prompt

manner. If the grievances are left ignored and unattended, there is a danger that these grievances may

result in collective disputes. Hence, it is essential to have a proper grievance handling procedure for the

smooth functioning of the organization.

2.7 GRIEVANCE HANDLING PROCEDURE IN DMCH

Dayanand Medical College and hospital, is positioned in Ludhiana, Punjab. Established in the year 1964.

This institution is also known as DMCH and now rated among the top medical colleges in India. All the

departments of this medical college offer 24*7 services.This is a privately managed institution and

has a top quality hospital which is centrally located at Tagore Nagar Civil lines area. The HR/IR

department is the strongest part of the DMCH. This department handles everything related to the workers,

organization, etc. the department is handled by Mrs. Bupinder kaur (HR/IR Manager) and Mr. Salamdin

(Deputy Manager).


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Chapter3

REVIEW OF LITERATURE

Robbins (2005):- Individual consideration on certain issue is based on their personality which

rooted by heredity (for example gender, muscle reflexes and energy level), environment (for

example culture that form individual personality) and situation.

Rose, (2004):-In resolving grievances, aggrieved employees will file their dissatisfaction through

grievance procedure and their immediate managers or supervisors are responsible to take action

within period given. This procedure is important to deny the construction of employees dispu te.

Pervin and John (2001):- Personality represents those characteristics of the person that account

for consistent patterns of feeling, thinking and behaving. Personality may represent a persons

value judgment. A person may have a good personality or bad personality according to his or her

belief, culture and surrounding environment. In handling grievances, supervisors may use

different styles of resolution according to their perception and understanding on grievance issues

referred to them. They too may resolve grievances in a bad and good way, due to their

personality.

Salamon (2000):- Has distinguished workers conflict into three different forms which are

complaint, grievance and dispute. Complaint is workers dissatisfaction expressed not in a

procedural way and grievance is workers complaint presented formally and triggers through the

procedural machinery. When workers grievance cannot resolve through organizational

machinery, it will become disputed.

John and Sanjay (1999):- Supported the reliability of Big Five in measuring individuals

personality. They indicated that these five dimensions have represented personality at the

broadest level of abstraction. Each dimension summarized a large number of distinct and more

specific defining personality characteristics. In TDA, five dimensions of personality that being


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measured are extraversion, agreeableness, conscientiousness, emotional stability and

imagination.

DCruz (1999):-Thus, an employee who has a grievance need not go from pillar to post, not

knowing where to go or whom to approach. The guideline should also provide for an avenue of

appeal, if he fails to get satisfaction from the immediate superior whom he has approached.

Rollin son (1996):-Has identified that complaints are quite common and only extends to taking-

up a matter informally with a supervisor.

Rahim & Magner (1995):-Avoiding style is associated with low concern for self as well as for

the other party involved in conflict. It has been associated with withdrawal, passing-the-buck,

sidestepping or see no evil, hear no evil, speak no evil situations.

Klaas & Thomas (1994):-The failure to file a grievance across an extended period of time is

likely to be proxy for being unwilling to engage in grievance activity. The worker has the right to

be represented by his union, if he is a union member. Grievances resolved at a lower level should

end there, and should not be re-submitted to a higher3level for reconsideration or review.

Gani (1993):-In his study stated that the core of the Quality of Work Life concept is the value of

treating the worker as a human being and emphasizing changes in the socio-technical system of

thorough improvement, in physical and psychological working environment, design and redesign

of work practices, hierarchical structure and the production process brought with the active

involvement of workers in decision making.

Kumar and Tripati (1993):-Quality of Work Life is a philosophy of management that

believes co-operative relationship between employees and managers and also believes that

every employee has the ability and right to offer his intelligence and useful inputs into decisions

at various levels in the organizations. Quality of Work Life is a process to involve employee at

every level of the organizations in the decision about their work and workplace. It refers to


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the intended outcomes of practicing above philosophy and process with improvements in

working condition, working27environment, working climate or work culture. The process

brings ultimate benefit to individual employee as well as to the organizations through

individual development and increasing quality and productivity respectively.

Jain (1991):-Quality of Work Life represents a blending of motivational factors of work, socio-

technical system etc. which are of very real concerns for human values in todays society with

awareness that all individuals devote the greater part of their mature lives to the work,

Spending time, energy and physical and mental resources to this endeavor. Moreover, it

recognizes that, work is the chief determinant of an individuals freedom, growth and self respect

as well as his or her standard of living. Quality of Work Life denotes the experienced goodness

of working in theorganisational settings

Bemmels and Reshef (1991):-Mentioned that in a specific work group, many grievances are in

response to specific behaviors by the supervisors. Hence, this present research has targeted

supervisors as unit of analysis.

ManteMeija & Enid, (1991):-Normally, an organization establishes a grievance procedure to

give an avenue to the employee to file his other dissatisfactions. The establishment of grievanceprocedure is in line with the principle of due process which guarantees the application of

procedural justice and ethical decision making in an organization. Following this reasoning, the

grievance procedure can be viewed as high-involvement or problem-solving work practice. Apart

from being a medium for the resolution of conflicts, an effective grievance system can serve as a

monitoring system for detecting any undesirable situation arising in the organization.

Keith (1989):-Quality of Work Life refers to the favorableness or unfavourableness of a job

environment for people. The basic purpose in this regard is to develop jobs aiming at Human

Resource Development as well as production enhancement.

Green (1987):-The need for grievance procedure is essential if the problems that arise are not

satisfactorily dealt with or are dealt within inconsistent manner.


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Sekharan (1985):-Observes that, historically the concept of Quality of Work Life had originally

included only the issues of wages, working hours, and26working conditions. However, the

concept has now been expanded to include such factors as the extent of workers involvement in

the job, their levels of satisfaction with various aspects in the work environment, their perceived

job competence, accomplishment on the job etc.

Dalton & Todor (1982):- The existence of this procedure can be interpreted to support the

industrial relations perspective that conflict in the employment relationship is widespread and

enduring.

Cohen and Rosenthal (1980):- Describes Quality of Work Life as an Intentionally

designed effort to bring out increased labour management, and cooperation to jointly solve the

problem of improving organizational performance and employee satisfaction.

Walton (1974):- Attributes the evolution of Quality of Work Life to Various phases in history.

Legislations enacted in early twentieth century to protect employees from job-injury and to

eliminate hazardous working Conditions, followed by the unionization movement in the 1930s

and 1940sWere the initial steps in this direction.


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Chapter4

OBJECTIVES OF THE RESEARCH

4.1 OBJECTIVE OF THE STUDY

1. To analyze the various issue occurring in DMCH.

2. To analyze the impact of grievance to the employees.

3. To analyze the perception of the employees about the grievance handling procedure in DMCH.


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Chapter- 5

RESEARCH METHODOLOGY

5.1 MEANING OF METHODOLGY

Methodology makes the most important contribution towards the enrichment

of the study. In a research there are number of methods and procedures to be applied but

it is the nature of the problem under investigation that determines the adaptation of a

particular method for all studies method selected should Always be appropriate is the problem under

investigation

5.2 NEED FOR RESEARCH METHODOLOGY:

Research design is needed because it facilities the smooth sailing of the various research operation,

thereby making research as efficient as possible yielding maximum information with minimum

expenditure of effort, time and money

5.3 DATA COLLECTION METHOD:-

SURVEY METHOD-:

Data maybe obtained either from the primary sources or the secondary sources by seeing the objective

to be achieved. A primary source is one in which one itself collects the data. A secondary source is that

Makes in which one available data which were collected by some other agency.

1. Primary data:-

The main research instrument is the primary data THEQUESTIONNARE.This is the most common

Instrument in collecting the primary data, which was used for fulfilling our objectives. The data will be

collected with the help of the questionnaire that will be administrated on employees of DMCH, LDH.

2. Secondary data:-The secondary data will be obtained from Internet and from various books. The Secondary source was

used to gain basic and extra information regarding Performance Appraisal of employee .


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In analyzing the data collected using questionnaire, the researcher used descriptive tables and chi -square

statistical tools which is used in testing two random samples.

Chi- square is given as:

X2= (O-E)2

E

Where X2= Chisquare

O = Observed frequency

E= Expected frequency

=Summation of the frequency

The text is based strictly based on primary data gotten from the use of questionnaire.

Decision Rule: Reject Null Hypothesis if calculated value of (X2) is less than the critical value.

The Degree of freedom = (n-1) (k-1)

Where DF = Degree of freedom

n = Number of Rows k = Number of Column

5.4 RESEARCH QUESTION/ HYPOTHESIS

In pursuit of the objective of identifying the effectiveness and workability of corporate social

responsibility the following hypothesis have been formulated, which intend to test in the course of this

study:

H0: The organization involvement in performance appraisal does not have an effect on the company

Ha: The organization in performance appraisal activity has effect on the company and its host

community.

H0: Company Performance Appraisal system does not enhance organization productivity and globalstandard.

Ha: Company Performance Appraisal system enhances organization productivity and global standard


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5.5 SAMPLING DESIGN AND DETERMINATION OF SAMPLE SIZE

For the research, simple random sampling method was adopted. It is also known as chance

sampling or probability sampling where each and every item in the population has an equal

chance of inclusion in the sample. Since the population is finite one, application of statistical

formula becomes imperative in determining the sample size according to Okeke can be

determined by using Yaro Yamini Formula:

n = N

___________________

1+ N (e)2

Where n= Sample size

N = Population of the study

e = Tolerable error (5%)

n = 120

___________

1 + 120(0.05)2

Where n = Element within the sample frame i.e. number allocated to each employees.

n = sample or proportion of the universe used for the study (total sample size)

n = 120

____________

1 + 120(0.0025)

n = 120

____________

1 + 0.3

n = 120

____________

1 .3

= 92 .307

n = 92

Using Bourelys proportional allocation formula:


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n = n (n)

_______

N

5.6 PERIOD OF STUDY

I have done the training including survey completion of Project within the period of 3 months.

5.7 ANALYSIS OF THE STUDY

My analysis of the Performance Appraisal among the employee. In which information regarding to

the employee are represented in table and pie chart from and their responses are also represented in

pie chart form.

5.8 SCOPE FOR FURTHER STUDYThe study provides an insight into the most crucial problem of human recourse management that is

performance appraisal of employee. The study includes various strategies adopted and proposed

which provides a clear understanding of the study to various factors related to the employee

satisfaction. A good understanding of the study and usage of its suggestion can help a great deal to the

employers to reduce attrition rate.


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CHAPTER-6

DATA ANALYSIS AND INTERPRETATION

Descriptive analysis of the each question-:

Table.1 How often you face grievance in your organization?

Particulars No. of respondents % age of respondents

Mostly 50 55%

Rarely 20 21 %

Sometime 12 13%

Not at all 10 11%

Fig.1

INTERPERTATION

55% of the employees said that they are mostly faced the grievance in the organization. And

21% employees said that they have very rarely faced the grievance in the organization and just

11% employees said that they never face the any type of the grievance in the organization.

55%

21%

13%

11%

Mostly

Rarely

Sometime

Not at all


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Table .2 Have you ever faced grievance related to performance appraisal process?


Yes 60 66%

No 20 21 %

Cant say 12 13%

Fig . 2

INTERPERTATION

From above table 60 respondents with 66% are faced grievance related to performance appraisal,

20 respondents with 21% are not faced grievance related to performance appraisal and 12

respondents with 13% are cant say any thing about the grievance related toperformanceappraisal.

66%

21%

13%

Yes

No

Cant say


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Table .3 Is the decision taken by the top management related to your grievance is

satisfaction?


Mostly 40 44%

Rarely 20 21 %

Sometime 22 24%

Not at all 10 11%

Fig . 3

INTERPERTATION

From the table 40 respondents with 44% employees are mostly satisfied with the top

management grievance, 20 respondents with 21% employees are rarely satisfied with the top

management, and 11% employees are not satisfied to the top management. And 24% employees

are sometime satisfied with the top management in the organization.

44%

21%

24%

11%

Mostly

Rarely

Sometime

Not at all


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Table .4 How do you express your grievance?


Discuss 20 22%

Written letter 60 65 %

both 12 13%

Fig . 4

INTERPERTATION

From the table 60 respondents with 65% are employees are express the grievance by the written

letter , 20 respondents with 22% employees are express the grievance by the discussion, 12

respondents with 13% employees are use the both the way to express the grievance in the

organization.

22%

65%

13%

Discuss

Written letter

both


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Table .5 Does it affect the hospital peace and harmony?


Yes 60 66%

No 12 13 %

Cant say 20 21%

Fig . 5

INTERPERTATION

66% employees say that grievance affects the hospital peace and harmony, and 13% employees

said that they have no knowledge about that type of the situation.

66%

13%

21%

Yes

No

Can'tsay


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Table .6 how much times your superior takes on a complaint?


1-2 days 62 65%

Many days 15 17%

Not solved 5 7%

Depend upon level 10 11%

Fig . 6

INTERPERTATION

From the table 60 respondents with 65% are said that problem solve in 1-2 days by the superior,

17% employees said that the superior get the many time to solve the problem, and 7% employees

says that never solve the problem and 17% employees says that its totally depend upon the level

of the organization.

65%

17%

7%

11%

1-2 days

Many days

Not solved

Depend upon level


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Table .7 Does the grievance affect your commitment and belongingness towards the

organization?


Yes 70 77%

No 5 8%

Cant say 11 15%

Fig . 7

INTERPERTATION

77% employees said that the grievance affect the commitment and belongingness toward the

organization. And 8% employees said that the grievance never affect the commitment and

belongingness to the organization. And 15 % employees does not said that any thing about the

grievance in the organization.

77%

8%

15%

Yes

No

Can't say


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Table .8 does the level of management effective in grievance handling?


To a certain extent 20 21%

To a satisfaction 60 66 %

Not at all 12 13%

Fig . 8

INTERPERTATION

In the management level 66% effective to a satisfaction and the 21% directly effect the to a

certain extent. And just 13% said that they can never effective in the management in the

organization.

21%

66%

13%

To a certain extent

To a satisfaction

Not at all


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Table .9 Does the total workload change during the last three years?


Workload has decreased 80 88%

Remained the same 10 11 %

Workload has increased 2 1%

Fig . 9

INTERPERTATION

88% employees said that workload has to decrease in the last three year and just 1% employees

said that the workload has to increase in the last three year and the 11% employees said that the

workload has to remain the same as the current year and the last years.

88%

11%

1%

Workload has decreased

Remained the same

Workload has increased


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Q.10 Does it affect your enthusiasm and morale?


Strongly Agree 13 14%

Agree 50 54 %

Indifferent 0 0%

Disagree 29 32%

Strongly Disagree 0 0%

Source: Field Survey, 2013.

Using x2

= 92 = 23

4

x2

= ( o- e)2

e

O E O -E ( O-E)2 ( O-E)

E

13 23 -10 100 4.35

50 23 27 729 31.7

00 23 -23 529 1

20 23 -3 9 0.39

00 23 -23 529 1

X2

calculated = 38.44


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Level of significance = 5%

Degree of freedom = n-1 = 5-1 = 4

X2=

9.488 at degree of freedom (0.05) level of significance.

DECISION RULE:

Since x2calculated value is greater than tabulated value 9.488 required for 5% of significance for

four degree.

CONCLSION

Based on the above analysis, the researcher rejects the null hypothesis( Ho) and accepts the

alternative hypothesis (Ha) we therefore conclude that affect does not purely based on grievance

handling procedure.


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Q.11 Whom does you report/share if you have any grievance?


Superior 44 48%

Colleagues 16 18 %

Function head 10 10%

Head of HR

department

22 24%


Using x2

= 92 = 30.6

3

x2 = ( o- e)2

E

O E O -E ( O-E)2 ( O-E)

E

44 30.6 13.4 179.56 5.87

16 30.6 -14.6 213.16 6.97

10 30.6 -20.6 424.36 13.9

22 30.6 -8.6 73.96 2.42

X2

calculated = 29.16



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X2=


DECISION RULE:


four degree.

CONCLSION


alternative hypothesis (Ha) we therefore conclude that the performance appraisal is

helpful for improving personnel skill.

HYPOTHESIS TWO

Ho: The performance appraisal system do not helps to identify the strength and weakness of the

employee.

Ha: The performance appraisal system helps to identify the strength and weakness of the

employee.

A response to Hypothesis Two.


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Q.12 Is work culture is supportive in your organization?


Mostly 50 44%

Rarely 20 21 %

Sometime 12 13%

Not at all 10 11%


Using x2

= 92 = 30.6

3

x2

= ( o- e)2

E

O E O -E ( O-E)2 ( O-E)

2

E

50 30.6 19.4 376.36 12.3

20 30.6 -10.6 112.36 3.67

12 30.6 -18.6 345.96 11.3

10 30.6 -20.6 424.36 13.9

X2

calculated = 41.17



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X2=


DECISION RULE:


four degree.

CONCLSION




HYPOTHESIS TWO


employee.


employee.



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Q.13 Most of your grievance are related to?


Work environment 40 44%

Supervision 20 21 %

Work group 12 13%

Economic 10 11%

Social injustice 10 11%


Using x2

= 92 = 23

4

x2

=

( o- e)2

E

O E O -E ( O-E)2 ( O-E)

E

40 23 17 289 12.6

20 23 -3 9 0.39

12 23 -11 121 5.26

10 23 -13 169 7.35

10 23 -13 169 7.35

X2

calculated =32.95



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X2=


DECISION RULE:


four degree.

CONCLSION

Based on the above analysis, the researcher rejects the null hypothesis (Ho) and accepts the



HYPOTHESIS TWO


employee.


employee.



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Q.14 How often your complaints and grievances being taken care off?


Mostly 60 65%

Rarely 20 21 %

Sometime 10 11%

Not at all 2 3%


Using x2

= 92 = 30.6

3

x2

= ( o- e)2

E

O E O -E ( O-E)2 ( O-E)

E

60 30.6 29.4 864.36 28.2

20 30.6 -10.6 112.36 3.67

10 30.6 -20.6 424.36 13.9

2 30.6 -28.6 817.96 26.7

X2

calculated = 72.47



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X2=


DECISION RULE:


four degree.

CONCLSION

Based on the above analysis, the researcher rejects the null hypothesis (Ho) and accepts the



HYPOTHESIS TWO


employee.


employee.



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Q.15 Are you satisfied with the exiting grievance handling system of DMC&H?


Mostly 70 75%

Rarely 10 11 %

Sometime 10 11%

Not at all 2 3%


Using x2

= 92 = 30.6

3

x2

= ( o- e)2

E

O E O -E ( O-E)2 ( O-E)2

E

70 30.6 39.4 1552.36 50.7

10 30.6 -20.6 424.36 13.9

10 30.6 -20.6 424.36 13.9

2 30.6 -28.6 817.96 26.7

X2

calculated = 105.2



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Chapter -7

7.1 Findings of the study

These finding are based on the personal interview with the help of the questionnaire and

from the personal observation. These are: -

Majority of the worker feel that they work in comfortable surroundings, whereas some loopholes

are there in sanitation measure.

1) Half of the workers are not satisfied with ventilations and hygiene measures.

2) The concept of flexible working hours has not been implemented uniformly.

3) Some employees have not been provided with safety equipment.

4) Washing facilities have not been adequately provided separately for men and women.

5) In some cases, facility for sitting at the place of work has not been provided to the

employees.

6) Both first aid and ambulance facility are not provided in all the cases.

7) There appear to be no regular schedule for holding of cultural events.

8) Almost 1/5 of employees are not satisfied with the medical facilities concerning their

families.

9) Half of the employees are not aware of the existence of suggestion / complaints box.

7.2 LIMITATIONS OF THE STUDY

The following are the limitation faced during the project work:-

1. The biggest limitation which I any HR trainee has to face in DMCH Ludhiana that no

proper training is provided to HR Students. That place is good for Engineering and

Food Technology students only as far as Summer Training is concerned.

2. Permission for conducting a proper survey was not given.

3. Sufficient time was not given to me to understand the exact nature and the concept of

labour welfare.

4. The Whole of the Staff was less Cooperative with me.


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7.3 SUGGESTIONS

The following suggestions are made on the expectations made by the workers from the

organization, the changes they want to have in the organization and on some personal

observation. The suggestions are as under:-

1) The concept of flexible working hours should be implemented uniformly.

2) Required safety equipment should be provided to all the employees.

3) The system of medical checkups needs to be streamlined to ensure 100% medical checkups.

4) Cultural and recreational facilities should be provided in an organized manner.

5) Separate washing facilities should be provided for men and women.

6) First aid and ambulance facilities should be provided in all the cases and all employees be

made aware about the same.

7) Company should ensure that reasonable rates charged in the canteen.

8) Sitting facility should be provided in respect of all the workers.

9) Some loopholes are there in hygiene and sanitation measures which should be removed by

taking required actions, by the welfare department.

Proper quality of products should be provided in the canteen, to the satisfaction of all the

employees


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BIBLIOGRAPHY

BOOKS:-

1. Mustsuddi Indrani , Essential Of Human Resources Management, 11th

edition, New

Age International Publisher,2011

2. Rao V.S.P, Human resource Management, 4th edition, Excel Publication, 2009.

3. Kothari C.R, Research Methodology,1st Edition, New Age International Ltd., New

Delhi,1985

4. Joshi Rosy, Gupta Shashi K. Human Resource Management, 4thedition, Kalyani

Publishers, 2010.

5. Carroll, Archie B. (2013)Business and Social Science Correlation Results between

Training and Grievance Handling Vol. 4 Issues 3, March 2013. . 129-130.

6. Davies, G Chun R. Da Silva R. The personification metaphor as a measurement

approach for corporate reputation. Corporation Reputation Review, 2001, 4(2): 113-27.

7. Weber, M (2008, August). The business case for corporate social responsibility: A

company-level measurement approach for Grievance handling. European Management

Journal, 26(4), 247-261.

8. Peer Federal Grievance Handling in the Sector. Source: Personnel Journal, 53, 11,

822-4, Nov 74.

9. VM Akuratiyagamage - 2004 - Journal of Management Research Year : 2004, Volume : 4, Issue

: ... of the study. Grievance, Commercial Bank Managers, Grievance Handling.

INTERNET RESOURCES-:

1. http://www.google.com/visited the month of Jan. ,2013

2. http://www.hr.com/visitedin the month of J Feb.,2013

3. http://www.wikipedia.comvisited in the month of March,2013

4. http://www.dmch.comvisited in the month of March and April 2013
http://www.google.com/http://www.google.com/http://www.hr.com/visitedhttp://www.hr.com/visitedhttp://www.wikipedia.com/http://www.wikipedia.com/http://www.dmch.com/http://www.dmch.com/http://www.dmch.com/http://www.wikipedia.com/http://www.hr.com/visitedhttp://www.google.com/


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Review of Literature-:

1. http://www.tfhrc.gov/pubrds/marapr00/safldrs.htm

2. Report of the Royal Commission on Labour (1931), Page.26.S.N Mishra, Labour and

Industrial Laws, General.

3. Armstrong M.1992. Personnel Management Practice.Kogan Page Ltd.London.

4. Warren C. 1990 Personnel Administration Mnual.Kogan Page Ltd.London.

5. www.shodhganga.inflibnet.ac.in/bitstream/10603/.../10_chapter%202.pdf

6. www.ijhssnet.com/journals/Vol._1_No._7_[Special.../32.pdf

7. www.internationalconference.com.my/.../PAPER_211_GrievanceHan.

8. www.un.org/en/pseataskforce/documents/hap_literature_review.pdf

9. www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organ

10.www.papercamp.com/group/...related...grievance-handling

11.www.indianjournals.com/ijor.aspx
http://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdfhttp://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdfhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.indianjournals.com/ijor.aspxhttp://www.papercamp.com/group/...related...grievance-handlinghttp://www.ivythesis.typepad.com/.../handling-of-grievance-procedures-in-organhttp://www.un.org/en/pseataskforce/documents/hap_literature_review.pdfhttp://www.internationalconference.com.my/.../PAPER_211_GrievanceHanhttp://www.ijhssnet.com/journals/Vol._1_No._7_%5bSpecial.../32.pdf


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ANNEXURE

QUESTIONNAIRE FOR WORKERSNAME AGE

OCCUPATION

Q.1 Is work culture is supportive in your organization?

(a) Mostly

(b) Rarely

(c) Sometimes

(d) Not at all

Q.2 how often you face grievance in your organization?

(a) Mostly

(b) Rarely

(c) Sometimes

(d) Not at all

Q.3 Most of your grievance are related to?

(a) Work environment

(b) Supervision

(c) Work group

(d) Economic

(e) Social injustice


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Q.4 whom does you report/share if you have any grievance?

(a) Superior

(b) Colleagues

(c) Function head

(d) Head of HR department

Q.5 Are you satisfied with the exiting grievance handling system of DMC&H?

(a) Mostly

(b) Rarely

(c) Sometimes

(d) Not at all

Q.6 Have you ever faced grievance related to performance appraisal process?

(a) Yes

(b) No

(c) Cant say

Q.7 Is the decision taken by the top management related to your grievance is satisfaction?

(a) Mostly

(b) Rarely

(c) Sometimes

(d) Not at all

Q.8 Does it affect the hospital peace and harmony?

(a) Yes

(b) No

(c) Cant say


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Q.9 how do you express your grievance?

(a) Discuss

(b) Written letter

(c) Both

Q.10 Does it affect your enthusiasm and morale?

(a) Agree

(b) Strongly agree

(c) Disagree

(d) Strongly disagree

Q.11 how much times your superior takes on a complaint?

(a) 1-2 days

(b) Many days

(c) Not solved

(d) Depend Upon Level

Q.12 Does the grievance affect your commitment and belongingness towards the

organization?

(a) Yes

(b) No

(c) Cant says

Q.13 does the total workload change during the last three years?

(a) Workload has decreased

(b) Remained the same

(c) Workload has increased


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Q.14 does the level of management effective in grievance handling?

(a)To a certain extent

(b) To a satisfaction

(c) Not at all

Q.15 how often your complaints and grievances being taken care off?

(a) Mostly

(b) Rarely

(c) Sometimes

(d) Not at all

Q.16 Suggestion if any?

grievance handling1

Documents