A

PROJECT REPORT

ON

‘AN ANALYTICAL STUDY ON EMPLOYEES GRIEVANCE

REDRESSAL’
AT
‘PRAGATI ENGINEERING, PUNE.’

SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY

IN PARTIAL FULFILLMENT OF DEGREE OF (MBA)

BY

MS. PARDHE SANGITA BHAUSAHEB

UNDER THE
GUIDANCE OF

DR RUSHIKESH MALANI

DNYANVRDHINI SHIKSHAN
SANSTHA’S

GLOBAL INSTITUTE OF
MANAGEMENT, SANGAMNER-422605

2024-2025
 DNYANVARDINI SHIKSHAN SANSTHA’S
GLOBAL INSTITUTE OF MANAGEMENT

(Approved by AICTE New Delhi, DTE Mumbai & Affiliated to Savitribai Phule Pune
University, Pune) Velhale, Tal-Sangamner, Dist-Ahmednagar (Maharshtra).

CERTIFICATE

This is to certify that Mr. / Ms Pardhe Sangita Bhausaheb is a bonafide student of Global
Institute of Management, Velhale, Tal-Sangamner, Dist-Ahmednagar (Maharshtra), for
Master in Business Administration course affiliated to Savitribai Phule Pune University, Pune
for the Batch 2024-25

He / She has undertaken and completed the project report as prescribed by the Savitribai
Phule Pune University, Pune for the partial fulfillment of MBA degree on the topic “AN
ANALYTICAL STUDY ON EMPLOYEES GRIEVANCE REDRESSAL” Undertaken at
(Company) Pragati Engineering.
Under the guidance of Dr Rishikesh J. Malani

his/ her internal guide.

Dr Rishikesh J. Malani Dr Parag P. Saraf

Internal Project Guide Director

Internal Examiner External Examiner

Sign: Sign:

Name: Name:
 SELF DECLARATION

I Ms. Pardhe Sangita Bhausaheb hereby declare that the project report entitled “AN
ANALYTICAL STUDY ON EMPLOYEES GRIEVANCE REDRESSAL” written and
submitted by me to the „Savitribai Phule University of Pune‟ in partial fulfilment of the
requirements degree award of “Master of Business Administration‟ under the guidance of Dr
Rishikesh J. Malani, it is my original work and the conclusion drawn there in are based on the
material collected byme.

Place: Sangamner
Date:

Ms Pardhe Sangita B.
 ACKNOWLEDGEMENT

I am glad to get this opportunity and I am thankful to my Dr Rishikesh Malani, for his
sincere guidance in my project and looking out my each and every step and helping me in
preparing the project and I have put my best to use my learning experience into practical
knowledge while submitting project. I would also like to thank and acknowledge to Hon.
Mr K. D. Mulay, CEO, DSS who have guided me in making my project report
successful and informative. I also thank the director ‘Dr Parag P. Saraf’, Global Institute
of Management for providing me the opportunity to embark on this project. I would also
like to thank the overwhelming support of all the people who gave me an opportunity to
learn and gain knowledge about the various aspects of the industry.

Place: Sangamner

Date:

Ms Pardhe Sangita
 EXECUTIVE SUMMARY

The project work titled “AN ANALYTICAL STUDY ON EMPLOYEES GRIEVANCE

REDRESSAL” was undertaken to find the level of grievance toward Pragati Engineering
Private Limited.
The study was mainly conducted to find out the causes and sources of grievance, the time
taken and the efforts of trade union to resolve the grievance, the behavior and the attitude of
supervisor, and the remedial measures so as to reduce the rate of grievance.
The study is based entirely upon primary data, which was obtained through direct interview
and structured questionnaire. The charts were used for the analysis and meaningful inferences
were drawn from it.
Some of the statistical tools such as percentage analysis, chi-square, correlation, weighted
average mean are used in order to find the grievance of the employees. From the data
collected, findings and suggestions obtained. It will help the company to know the grievance
of the employees.
 INDEX

SR.NO CONTENT PAGE.NO

1. INTRODUCTION 1-4
2. REVIEW OF THE LITERATURE 05-22
3. RESEARCH METHODOLOGY 23-27
4. DATA ANALYSIS & INTERPRETATION 28-32
5. FINDINGS, CONCLUSION & SUGGESTIONS 33-52
6. ANNEXURE 53-54
 Chapter - I

INTRODUCTION
INTRODUCTION

The subject matter of personnel management is human behaviour, which differs

from man to man. The persons working in a group cannot be fully satisfied in all respects.
The management even cannot satisfy the feeling and ego of all its employees. It is
therefore, but natural that workers have grievance against his immediate supervisor or
against the management as a whole or against the system practices, which are followed in
the organization.
The major disputes may be handed over to the statutory machinery set up under the
industrial disputes act 1947, but minor disputes or grievances cannot be referred to the
statutory machinery and must be settled by negotiations or by establishing a grievance
procedure so that the industrial relation should not be embittered.
Both employees and management are required to arrive at a decision in regard to a
grievance within a specified time limit. For a foreman, this limit is between one and three
days. At the higher steps, it may be from one to three weeks. An arbitrator is generally
allowed a time limit of between two and four weeks, within which he has to give his
decisions.
Why Grievance Arise?
There may be several causes of grievances some of them are as follows.
1. Differences of opinion or though
2. Position of trade union in the organization
3. Demand for welfare facilities
4. Doubts and fears in the Mind of workers of management
5. Social injustice with the workers
6. Policies and procedures, if not followed strictly

Without an analysis of the nature and pattern the causes of employee dissatisfaction
cannot be removed. The personal Administration of an organization should go into the
details of the Grievances and find out the best possible methods of settling them. The top
management and line
managers particularly foreman and supervisors, in the formulation and implementation of the
policies, programs and procedures which would enable them to handle grievances. These
policies, programs and procedures are generally known as the grievance redresser procedure.
A grievance procedure is a formal process, which is preliminary to an arbitration, which
enables the partier to attempt to resolve their differences in a peaceful, orderly and expeditious
manner. It enables the company and the trade union to investigate and discuss the problems at
issue without in any interrupting the peaceful and orderly conduct of business.

COMPANY PROFILE
Pragati Engineering is founded by a team of professional Engineers with the objective
to serve the industry by utilizing experience gained in Project Management & Engineering
Manpower Supply while working for the engineering companies.
Pragati Engineers realized way back in 1999, the importance of synergetic effect derived from
arranging similar components in different ways. The company identified various
opportunities/areas in engineering field where comprehensive packages required by the industry
right from consultancy services in the field of engineering project management, maintenance
management to machinery manufacturing activities.

Accordingly in 1999, the foundation of Pragati Engineers and Consultants was laid with an
objective of offering 'One stop Shop' solution for all engineering based needs.

Pragati Engineers is a common platform and a forum where professionals from various
facilities join hand and collectively individually take responsibilities of delivering the desired
customers objective.

Pragati engineering follows the principle of "Do it right first time better than the best every
time”, which has resulted achieving the full customer satisfaction.
Within a short span of few years Pragati Engineering’s has been able to make a name in the
areas of project management as well as special purpose machinery manufacturing and
reconditioning in rubber related industry.

Today the company has a reasonably good satisfied customer base and our endeavour is to
expand the horizon by offering quality services at reasonably affordable prices.

3
Pragati engineering has a full time dedicated team and a set a quality up gradation system.
Shortly the company plan to be an ISO 9000 company.

Human Resource is the biggest single factor that decides the difference between big- time
success and ordinary achievement. Bearing this in mind, Pragati engineering have involved
our activities with these core arenas of modern services industry.

Pragati engineering are in this core business for last 5 years. Pragati engineering operate
within the framework of our core values - professionalism, strong performance ethics, stable
structure, honesty and integrity. These practices collectively help us to work towards
delivering a commitment given to our clients with the best quality services in the industry.

Pragati engineering have a large pool of qualified and experienced engineering manpower
covering all major discipline in Engineering, Procurement, Construction, Project
Management, Commissioning, and Operation / Maintenance. Our core engineering database
of the engineers and designers have had extensive experience both in the design offices and at
plant construction sites worldwide and have firsthand exposure to working in demanding
international environments.

Theoretical Background
There is hardly a company or an industrial concern which functions absolutely smoothly
at all times. In some, the employees have complaints against their employee: while in others it
is the employees who have a grievance against their employees. This grievance may be real or
imaginary, valid or invalid, genuine or false. Broadly speaking a complaint affecting one or
more workers constitutes a grievance. The complaint may be related to the quantum of wages,
the mode of payment, payment for overtime work, leave. Interpretation, of service agreements,
working conditions, promotions, seniority, transfers, work assignments, dismissal or discharge,
or a complaint against a foreman, against the quality of the plant or the parts used in it,
machinery: or the food available in the canteen.
“Where the points disputes are of a general applicability or are of a considerable
magnitude, they fall outside the scope of this procedure, i.e. the grievance handling procedure”.

4
 Definitions:

Beach as defined a grievance as “any dissatisfaction or feeling of injustice in connection

which one’s employment situation that is brought to the notice of the management”.
Flippo says “it is a type of discontent which must always be expressed. A Grievance is
usually more formal in character than a complaint. It can be valid or ridiculous, and must grow
out of something connected company operation or policy. It must involve as interpretation or
application of the provision of the labour contract.
In the opinion of the national commission on labour, “complaints affecting one or more
individual workers in respect of wage payments, overtime, leave, transfer, promotion,
seniority, work assignments and discharges constitute Grievance.

 Meaning:

According to Michael J. Jucius, the term Grievances means any discontent or

dissatisfaction, whether expressed or not and whether valid or not, arising out of anything
connected with the company thinks, believes or even feels is unfair, unjust or inequitable.

 Causes or Sources of Grievances:

From a practical point of view, it is probably easier to list those items that don’t
precipitate Grievance than to list the ones that do just above any factor involving wages, hours
or conditions of employment has and can be used as the basis of Grievance.
An employee is dissatisfied and labours a Grievance when he feels that there has been an
infringement of his rights that his interests have been jeopardized. This sense of Grievance
generally arises out of misinterpretation or misapplication of company policies and practices.

 Calhoon Observes:

“Grievances exist in the minds of individuals, are produced and dissipated by situations, are
forted or healed by group pressures, are adjusted or made worse by supervisors, and are
nourished or dissolved by the climate in the organization which is affected by all the above
factors and by the management.

5
Characteristics of Grievance:

A Grievance may have the following characteristics

1. Factor :

The employer employee relationship depends upon the job contact in any organizations. This
contract indicates the norms defining the limits within which the employee expects the
organizations to fulfill his aspirations, needs or expectations. When these legitimate needs of
exceptions or aspirations are not fulfilled, the employee will be dissatisfied with the job.
Such dissatisfactions are called factual Grievance procedure.

2. Imaginary:

When the job contract is not clear-cut does not indicate the norms defining the limits within
which the employee expects the organization to fulfill his needs or aspirations, employee
develops such needs which the organizations is to oblige to meet. Here Grievances are not
based on facts. Even then, the employee feels aggrieved. Normally, the organization does not
feel any kind of responsibility for such Grievance and their redresser, because they are based
not only on wrong perceptions of the employee but also on wrong information. However such
Grievance can have far-reaching consequence and organization because the employees are
likely to develop an altogether negative attitude towards the organizations, which decrease their
effectiveness and in work.

3. Disguised:

In general organization consider the basic requirements of the employees, psychological needs of
the employees such as the need for recognition, affections, power, achievement etc, are normally
unattended and ignored.

6
 Bethel and others have been given typical examples of workers Grievance:

i. Concerning wages:
a. Demand for individual adjustment: the worker feels that he is underpaid

b. Complaints above incentives: piece rates are too low or too complicated

c. Mistakes in calculating the wages of the worker

ii. Concerning supervision:

a. Complaints against discipline : the foreman picks on him: in adequate instruction given
for job performance
b. Objection to having a particular foreman: the foreman is playing favorites; the foreman
ignores complaints
c. Objection to the manner in which the general methods of supervision are used; there are
too many rules; regulation are not clearly posted; supervision indulge in a great deal of
snooping.

iii. Concerning individual advancement:

a. Complaint that the employee’s record of continuous service has been unfairly broken

b. Complaints that the claims of senior persons have been ignored; that seriously has been

wrongly determined; that younger workers have been promoted ahead of older and more

experienced employees.
c. Charges are made disciplinary discharged are lay-off has been unfair; that the penalty is
too severe for the offence that is supposed to have been committed; that the company
wanted to get a rid of the employees; hence the charges against him.

7
iv. General working conditions:

a. Complaints about toilet facilities being in adequate; about inadequate and I or dirty lunch
Rooms.
b. Complaints about working condition, which can be easily corrected; overtime is
necessary; an employee loses too much time because materials are not supplied to him
in timing.

v. Collective bargaining:

The company is attempting to undermine the trade union and the workers who belong to
that union the contract with labour has been violated. The company does not deal effectively or
expeditiously with union Grievance.

8
 Certain Do’s and Don’ts in Handling Grievance:

Do’s

1) Investigate and handle each and every case as though it may eventually result
in an arbitration hearing.

2) Talk with the employee about his Grievance gives him a good and full
hearing.
3) Get the union to identify specific contractual provisions allegedly and violated
.
4) Enforce the contractual time limits.

5) Comply with the contractual time limits for the company to handle a
Grievance.

6) Determine whether all the procedural requirements, as dictated by the

agreements have been complied with.

7) Visit the work area where the Grievance arose.

8) Determine if there were any witness.

9) Examine the relevant contract provisions and understand the contract

thoroughly.

10) Determine if there has been equal treatment of employees.

11) Fully informed your own superior of Grievance matters.

12) Satisfy the union’s right to relevant information.

9
 Don’t

1) Apply the Grievance remedy to an improper Grievance.

2) Hold back the remedies if the comply is wrong.

3) Give long written Grievance answers.

4) Admit the binding effect of part practice.

5) Redistinguish your authority to the union.

6) Make mutual consent agreements regarding future action.

7) Bargain over items not covered by the contract act.

8) Argue Grievance issues off the work premises.

9) Settle a Grievance when you are in doubt.

10) Support another supervisor in a hopeless case.

11) Agree to informal amendments in the contract.

10
  Identification of Grievance:

Grievance should be redressed by adopting proactive approach rather than waiting for the
Grievance to be brought to the notice of the management. A proactive approach for Grievance
redressal helps the management to take action for modifying those factors that are responsible.
For the emergence of Grievance while in reactive approach a particular Grievance gets
redressed but its underlying problems unless this problem is overcome redressal of a Grievance
may be temporary solution. It is often said that a good management redresses Grievance as they
arise excellent management anticipates them and prevents them for arising. For adapting
proactive approach to Grievance management, it is essential to identify the nature of Grievance
and the underlying factors. The management can be through four methods of identifying
Grievance exit interview, gripe box system opinion surveys and open-door policy.
1. Exit interview:

An employee may leave the organization either because of his dissatisfaction with the
organization or because of greener pasture somewhere else. Exit interview if conducted
properly, elicits important information about various aspects of the organizational functioning
relevant to employees such information is more valuable than the information elicited by the
existing employees as they may not be frank enough to express Themselves fully. They may
avoid much relevant information as they see their career linked to the organization and frank
expression of their views may jeopardize their career. In an exit interview, there is no such
inhibition.
2. Gripe box systems:
On the pattern of suggestion box system, the management can use gripe box system to collect
information about grievance from the employees. If need be the employees many of
encouraged to drop anonymous. Complaints as they may develop a feeling that their identify
for reporting complaints many invite victimization especially when the complaints relate to
management or supervision styles and other personal matters. This methods more appropriate
in them organization where there is lack of trust and understanding between employees and
their supervisors.

11
3. Opinion surveys:
Opinion surveys conducted periodically on the employee related issues provide relevant
information about the state of grievance among them, such surveys maybe in the form of
morale surveys attitude survey or a more comprehensive survey including all the above aspects.
These surveys encourage the employees to express their views more openly as these are
conducted by persons who are not the supervisors of the employees, further the employees
identify is not disclosed. Alternatives to formal surveys may be group meetings, periodicals
interviews, collective bargaining sessions, and informal get-together through which the
information about the current state of grievance may be collected.
4. Open door policy:
Open door policy implies that the employees are invited to discuss their problem freely and
frankly at any time or drop their complaints to the relevant manager’s room at any time. The
basic objective of an open door policy is to encourage upward communication. However open
door policy works effectively when the mangers develop positive approach and keep their roars
open physically and psychologically. In large organizations open door policy should be adopted
at each successive management level.

12
  Benefits of a Grievance Procedure:

1) It brings Grievance into the open so that management can learn about them and try
corrective action.
2) It helps in preventing grievances from assuming big proportions. The management
catches and solve a Grievance before it becomes a dispute.
3) It provides employee formalized means of emotional release for this dissatisfaction. Even
if a worker does not use the Grievance system for his own emotional release in a
particular situation, he feels better because he knows the system is there to use if he wants
to do so. It builds within him a sense of emotional security.
4) It helps in establishing and maintaining a work culture way of life as problems are
interpreted in the grievance procedure, the group learn how if is expected to respond to
the policies that hare been set up.
5) It acts as a check upon arbitrary and capricious management action. When a manager
knows that his actions are subject to challenge and review in a Grievance system he
becomes more careful in taking his decisions.

 Desirable features of a Grievance Procedure

A Grievance procedure should incorporate the following features:

1) Conformity with existing legislation:
The procedure should be designed to supplement the existing statutory
provision. Where practicable, the procedure can make use of such machinery
as the law might have already provided for.

2) Acceptability:
The Grievance procedure must be accepted by everybody. In order to be
generally acceptable if must ensure
(a) A sense of fair-play and justice to the work
(b) Reasonable exercise of authority to the manager, and
(c) Adequate participation of the union

13
 3) Simplicity:
The procedure should be simple enough to be understood by every employee. The step should
be as few as possible. Channels for handling Grievance should be carefully developed.
Employees must know the authorities to be contacted at various levels. Information about the
procedure can be thoroughly disseminated among all employees through pictures, charts,
diagrams, etc.

4) Promptness:
Speedy settlement of a Grievance is the cornerstone of a sound personal policy. Justice delayed
if justice denied. The procedure should aim at a rapid disposal of the Grievance. This can be
achieve of by incorporating the following features in the procedure.
a) As for as possible Grievance should be settled at the lowest level
b) No matter should ordinarily be taken up at more than two level i.e. normally there should be
only one appeal.

c) Different types of grievance may be referred to appropriate authorities. It may be useful to

classify grievances as those arising from personnel relationship and others arising out of
conditions of employment. In the former case, a grievance should be taken up, in the first
instance, with the authority in the line management immediately above the officer against
whom the complaint is made. Thereafter, the matter may go to the grievance committee
comprising reprehensive of management and worker Other grievance should be taken up in the
first instance, with the authority designated by the management. Thereafter, a reference may be made to
the grievance committee and finally to the top management.
d) Time limit should be placed at each step and it should be rigidly followed at each level.

5) Training:
In order to ensure effective working of the grievance procedure it is necessary that supervisors
and the union representatives are given training in grievance handling.

6) Follow up:
The working of the procedure should be reviewed periodically by the personnel department and
necessary structural changes introduced to make it more effective.

14
  Point to the remembered when handling a grievance:
1) Every grievance must be considered important no matter how irrelevant or insignificant it is or
seems.
2) A grievance should not be postponed in the hop that people will “see the light” themselves. If an
executive is tired, in a bad temper, or otherwise feeling out of sorts, he may courteously, apologetically
and with regret postpone a grievances hearing, but he should never say something that would never the
distrust or enmity of the aggrieved employee.
3) All grievances should be put in writing. This is necessary to avoid ambiguity and to correctly determine
the exact nature of a grievance writing about the ambiguous nature of most grievances, jacius observers
that” grievances of today often have their roots in the acts of yesterday and their branchy in the effects
of tomorrow. The roots are sometimes difficult to locate, and how the branch will grow, difficult to
forecast. But difficult though the task is, it must be tackled as best as one can, else grievance band ling
becomes grievance fighting”. A vague grievance will have to be solved over again.
4) All relevant facts about a grievance should be gathered by the management and their proper
records maintained this will convince the employees about management’s sincerity integrity
and honesty of purpose fell facts will also help the management in reaching fair decision
maintenance of records is essential for future reference.
5) The worker should be given free time off to pursue his grievance.
6) Management should make a list of all solutions and later evaluate them one by one interns of
their total effect upon the organisation and not solely upon their immediate or individual effect
tentative solutions.
7) Decision once reached should be communicated to the employee and acted upon by the
management. If the decision is unfavourable its legitimate foundations should be well
explained.
8) Follow – up must be done by the management to determine whether action taken but it has
favourable changed the employee’s attitude or not.

15
 Grievance Handling Procedure in Small Company

16
Grievance Handling Procedures
There are Two Procedures of Grievance Handling.
1) Common Procedure: The Steps in the procedure are
1. Immediate Supervisor
2. Departmental head or personnel relation officer
3. Top Executive i.e., General Manager
4. Grievance Handling Committee.

2) Model Grievance Procedure: The Steps are

1. Officer-Designate for the purpose
2. Head of the Department
3. Grievance Committee
4. Manager
5. Appeal to Manager for Revision
6. Voluntary Arbitration
7. Formal Conciliation Machinery

 Grievance Settlement Authority: Every Employee is required to setup a

Grievance settlement Authority if he employees 50 or more workers. Only
dispute connected with individual worker may be referred either by the worker
or trade union to the authority.

OBJECTIVES OF THE STUDY

1. To find out the causes and sources of grievance.

2. To study the satisfaction level of employee.
3. To study the time taken to resolve the grievance.
4. To study the remedial measures taken so as to reduce the rate of the grievance.

17
 SCOPE OF THE STUDY

1. The main aim of the study is to identify the grievance and reduce it to a lower rate. The scope of
study has been extended to all types of employees both male and female to measure the level of
grievance towards Pragati Engineering private limited.

2. The survey covers 20 samples and the employees were interviewed and questioner was used to
determine the problem that leads to grievance and the data were tabulated and interpreted
suggestions were also offered to the management to reduce the grievance.

3. The management should take steps to find out the grievance and make the employees to feel
comfortable so that the efficiency of the employees is increased.
4. The chapter gives brief review of the study. This is to have a clear view of the study and the
objectives and hypothesis.
5. The problem of grievance is continuous and the management has to find out the grievance of the
employees.

LIMITATIONS OF THE STUDY

1. The time durations for interviewing were only short period and employees are called while they
are at work.
2. Some respondents hesitated to answer to certain queries.

3. The employees did not co-operate in order to give true picture.

4. The questionnaire had to explain in the regional language.

5. The time durations for interviewing were only short period and employees are called while they
are at work.
6. Some respondents hesitated to answer to certain queries.

7. The employees did not co-operate in order to give true picture.

18
 Chapter - II

REVIEW OF THE LITERATURE

19
Literature Review on Employee Grievance

1. Dr. V. MohanaSundaram , N. Saranya (2013) in his article “Employee Grievance”

Organizations are made up of people and functions through people without people organization
cannot exist. The resource of men, money, material and machinery are collected, coordinated
and utilized through people in the organization. It is through the combined efforts of people that
materials and monetary resources are effectively utilized for the attainment of common
objectives and goals without united human efforts no organization can achieve its goals.
2. Zulkifee Bin Daud, Khulida KiranaYahya (2011) in his research paper “The Influence of
Heads of Department Personalities on the Selection of Grievance Handling Styles” Grievance
management is an important topic in the area of industrial relations. Research on grievance
management is burgeoning, and yet the understanding of its antecedents and consequences
remains rather unclear. This research discusses the styles in handling grievances among heads
of department at a telecommunication headquarters and branches located in Peninsular
Malaysia and the determinant of personalities in selecting the appropriate style.
3. Sonika Sharma, Niti Sharma (2011) in his research paper entitled “Listening
Skills: A Pre-Requisite for Grievance Handling” The ability to be an active listener is too often
taken for granted. HR professionals play vital role in the organization. They inject a feeling of
confidence and belief among the staff members by listening and solving their issues and
concerns. Employee grievances are essentially human problems, real or imaginary.
4. Lawrence Nurse, Dwayne Devenish (2007) in his working paper entitled “Grievance
Management and its Links to Workplace Justice” The Purpose of this paper is to explore the
influence of workers demographic characteristics on their perceptions of procedural justice
form grievance management.
5. Kumar, A. & Gupta, P. (2017). "Employee Grievance Handling Mechanism in Indian
Organizations"
This study explores grievance redressal systems in various organizations across India. It
discusses the significance of timely resolution of employee complaints and suggests ways to
improve grievance mechanisms. It provides a detailed overview of how organizations should
effectively handle grievances to maintain employee satisfaction.
6. Chand, M., & Chaudhary, S. (2016). "Impact of Grievance Redressal Mechanism on Employee
Satisfaction"

20
This paper investigates the relationship between the effectiveness of grievance redressal systems and
employee satisfaction in manufacturing industries. It focuses on grievance handling processes in
manufacturing companies, offering insights into what makes these systems effective or
ineffective.

7. Sethi, P. (2015). "Grievance Management: A Tool for Employee Motivation"

The paper emphasizes how a proper grievance management system can serve as a tool for motivating
employees. Sethi suggests that companies should not treat grievances as complaints but as
feedback that can drive improvement in both processes and employee morale.

8. Desai, M. (2018). "Grievance Redressal Systems in Indian SMEs"

Desai's research delves into grievance handling mechanisms in small and medium-sized enterprises
(SMEs) in India. It presents a comparative analysis of grievance redressal processes between
large organizations and SMEs, offering insights into challenges faced by smaller firms in
managing grievances effectively.

9. Ravi, S. & Patel, S. (2020). "Challenges in Grievance Redressal: A Case Study Approach"

This study looks into the challenges organizations face in effectively addressing grievances. It uses
case studies from Indian companies, focusing on how different grievance redressal mechanisms
can either succeed or fail, depending on organizational culture, management support, and
employee involvement.

10. 6. Sarkar, P. (2017). "Conflict Resolution and Grievance Redressal in the Workplace"

This article analyzes various conflict resolution techniques and their role in the grievance redressal
process. It outlines how companies like Pragati Engineering can integrate conflict resolution
strategies within their grievance systems, ensuring better communication and understanding
between employees and management.

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11. Patil, S. & Joshi, A. (2019). "The Role of Human Resource Policies in Grievance Management"

This research highlights the role of human resource policies in managing employee grievances. The
study explores how formal HR policies shape grievance redressal procedures and their impact on
employee trust in the system.

12. Yadav, V. (2014). "Employee Relations and Grievance Redressal: An Empirical Study"

Yadav’s study offers a comprehensive overview of how employee relations directly impact grievance
redressal mechanisms. It analyzes the key factors that influence the effectiveness of grievance
handling systems and the relationship between management-employee communication and
grievance outcomes.

13. Bhatnagar, S. & Rajput, S. (2021). "Digitalization of Grievance Redressal Systems in Indian
Corporates"

This paper explores the shift toward digital grievance redressal systems in corporate India. The
authors discuss the advantages and challenges of implementing digital systems, with a specific
focus on how companies like Pragati Engineering can benefit from technology to improve the
grievance resolution process.

14. Singh, R., & Kumar, V. (2020). "Psychological Impact of Grievance Redressal Systems on
Employees"

This research delves into the psychological aspects of grievance management and its impact on
employee morale and stress levels. It suggests that effective grievance redressal mechanisms can
reduce workplace stress, enhance job satisfaction, and improve overall productivity.

22
15. Mishra, S., & Sharma, S. (2015). "A Study on the Effectiveness of Grievance Redressal
System in Indian Private Sector"

This study examines the effectiveness of grievance redressal systems in the private sector in India,
analyzing both the formal and informal procedures used in addressing employee grievances. The
authors found that while formal grievance handling systems were in place, many employees
preferred informal channels for resolving issues. They also noted that lack of awareness and
delays in resolution were common problems that led to dissatisfaction among employees.

16. Kumar, S., & Gupta, A. (2016). "Role of HR in Employee Grievance Redressal: A Case Study
of the Manufacturing Industry"

This paper discusses the role of Human Resources in managing grievances within manufacturing
firms. The study highlights the importance of HR as an intermediary between employees and
management. It emphasizes that HR’s timely and effective intervention can prevent the escalation
of conflicts and promote a healthier work environment. The paper also underscores the
significance of providing training to HR professionals to handle grievances systematically.

17. Thomas, J. & Singh, D. (2018). "Workplace Grievances and Organizational Climate: A
Comparative Study of Private and Public Sectors"

Thomas and Singh compare the grievance redressal systems in public and private sector
organizations. The study shows that employees in private sector firms, including manufacturing
companies like Pragati Engineering, are more likely to voice their grievances due to more
transparent and efficient systems. In contrast, employees in public sector organizations are less
confident in the system, which results in grievances being left unresolved.

18. Reddy, G. & Prasad, K. (2017). "The Role of Employee Participation in Effective Grievance
Redressal Mechanisms"

This research explores the significance of employee participation in grievance redressal processes.
The authors argue that when employees are involved in the decision-making process related to
grievance resolution, the outcomes are more favorable. They stress the need for

23
creating platforms where employees can voice their concerns openly and participate in the process,
leading to better acceptance of resolutions and improved morale.

19. Sharma, P. & Agarwal, R. (2019). "Employee Grievance Handling in Indian IT Industry: A
Review of Current Practices"

This study focuses on the Information Technology (IT) sector in India but provides valuable insights
for manufacturing industries as well. It reviews the practices used to address employee
grievances in large IT firms and finds that there is a growing trend towards digital grievance
handling systems. The paper highlights the efficiency of digital platforms in managing
grievances, offering transparency, and reducing the time taken for resolution.

20. Verma, S. (2020). "Factors Influencing the Effectiveness of Grievance Redressal Systems in
Large Corporations"

Verma examines several factors that determine the effectiveness of grievance redressal systems in
large corporations, such as Pragati Engineering. These factors include organizational culture,
communication channels, management attitudes, and the involvement of external mediators. The
study suggests that the presence of a neutral third-party mediator in the grievance process often
helps in resolving disputes faster and more equitably.

21. Gupta, A. & Sharma, N. (2021). "Employee Trust and Grievance Redressal: The Role of
Management Transparency"

This study delves into how trust between employees and management influences the effectiveness of
grievance redressal systems. The authors argue that transparency in how grievances are addressed
plays a pivotal role in ensuring employee satisfaction. Employees are more likely to accept
decisions if they feel that management is being honest and fair in its handling of grievances.

22. Patel, S. & Dubey, R. (2022). "The Impact of Grievance Redressal on Organizational
Commitment and Employee Retention"

This paper studies the correlation between effective grievance redressal and employee retention rates.
It suggests that organizations with clear and efficient grievance handling systems report

24
higher levels of employee commitment and retention. Employees who are satisfied with the way their
grievances are addressed are more likely to stay in the organization long-term, which ultimately
contributes to a more stable workforce.

23. Khan, F. & Joshi, D. (2023). "Grievance Redressal Mechanisms in Small and Medium
Enterprises (SMEs): A Case Study"

This study focuses on the challenges faced by small and medium enterprises (SMEs), such as Pragati
Engineering, in implementing effective grievance redressal systems. It discusses the resource
limitations in SMEs and offers solutions for designing affordable yet efficient grievance handling
systems. The research suggests that SMEs can benefit from adopting more personalized and
direct communication channels with employees.

24. Singh, R. & Yadav, P. (2021). "Employee Grievance Redressal Systems: A Comparative
Study of Traditional and Modern Approaches"

Singh and Yadav compare traditional grievance handling systems (such as grievance committees and
suggestion boxes) with modern approaches (like digital portals and grievance management
software). Their research highlights that modern approaches significantly improve the speed and
transparency of the process, while traditional systems often lead to delays and dissatisfaction
among employees. The study advocates for the adoption of technology-driven solutions,
especially in larger organizations.

25
Chapter - III
METHOD

26
 RESEARCH METHODOLOGY

Research Methodology is a systematic way to solve a problem. It is a science of studying

how research is to be carried out. Essentially, the procedures by which researchers go about
their work of describing, explaining and predicting phenomena are called research methodology.
It is also defined as the study of methods by which knowledge is gained. Its aim is to give the
work plan of research.
Research Methodology is the specific procedures or techniques used to identify, select,
process and analyze information about a topic. In a research paper, the Methodology section
allows the reader to critically evaluate a study’s overall validity and reliability. The
methodology section answers two main questions: How was the data collected or generated?
How was it analyzed?

RESEARCH DESIGN

A research model therefore enable a researcher to see the whole study structure and
also realize the place and importance of the successive steps that he will be required to take in
the total scheme. A research design is the arrangement of conditions for collection and analysis
of data in a manner that aims to combine relevance to the research purpose.

The type of research design used in the project was Descriptive research. Because, it
helps to describe a particular situation prevailing within a company. Careful design of the
descriptive studies was necessary to ensure

27
 SOURCES OF DATA COLLECTION:

After identifying and defining the research problem and determining

specific information required solving the problem, the next step is to look for
the type and source of data that may yield the desired results. There are
mainly two types of data that a research can collect one is the primary data
and the other is the secondary data.

1. Primary data:

It forms the major part of the study. Responses obtained from the employees
of various designation and department in Pragati Engineering private limited
formed as the primary source of date. Questionnaires were circulated among
the employees so as to collect accurate data and result.

2. Secondary data:

The magazines, journals, operation rules and regulation, personnel manuals

etc., provided the researches with information on the topic.

 Approach:

Primary data was collect through survey method. Some respondents were
asked to fill the questionnaire by themselves and the remaining respondents
were interviewed personally. Since the face-to-face interview was conducted
to extract data from them.

28
 SAMPLE DESIGN

Researcher must prepare a sample design which should be reliable &

appropriate for his research study.

 Questionnaire design:

The questionnaire designed was based on a structured format and there were
both open ended and closed question, which was very clear to the
respondents.
 Data analysis:

The data so collected through questionnaire were tabulated and analyzed.

Appropriate statistical tools were also applied to yield accurate results.
 Sample Size: 120

RESEARCH DESIGN

A research model therefore enable a researcher to see the whole study structure and
also realize the place and importance of the successive steps that he will be required to take in the
total scheme. A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose.

The type of research design used in the project was Descriptive research. Because, it
helps to describe a particular situation prevailing within a company. Careful design of the
descriptive studies was necessary to ensure the complete interpretation of the situation and to
ensure minimum bias in the collection of data.

Subjects:

 The study focused on employees working at Pragati Engineering, Pune, across different
departments such as production, quality control, administration, and HR.
 A total of 120 employees participated in the survey, including a diverse sample representing
different age groups, genders, and job roles.

29
 The interviews were conducted with 20 employees (both grievance filers and non-filers) to get a
deeper understanding of individual experiences.
 Managers and HR personnel were also interviewed to gain insight into how the grievance
redressal system is managed from the employer’s perspective.

Procedures:

 Phase 1: Pre-Study Preparation

o Initial meetings with HR and management to discuss the goals and scope of the study.
o Review of existing grievance redressal policies and identification of any gaps or areas for
improvement.
o Design of research tools (questionnaires, interview guides) tailored to employees, HR
personnel, and management.
 Phase 2: Data Collection
o Distribution of the survey questionnaires to all employees in the company. The survey
was administered online and in paper form for employees without access to computers.
o One-on-one interviews with employees, HR representatives, and managers, focusing on
personal experiences with the grievance handling system.
o Focus group discussions were organized with small groups of employees to foster a free
exchange of ideas and experiences.
 Phase 3: Data Analysis
o Quantitative Data: Responses from the questionnaires were analyzed using statistical
tools (e.g., SPSS or Excel) to identify patterns and trends related to grievance types,
frequency, and satisfaction levels.
o Qualitative Data: Interview transcripts and focus group discussions were analyzed using
thematic analysis to identify recurring themes, concerns, and employee perceptions about
the grievance redressal system.
 Phase 4: Report Writing and Recommendations
o The data collected was summarized and analyzed to generate insights into the
effectiveness of the grievance handling system.
o A set of recommendations was provided to Pragati Engineering based on the findings,
focusing on areas such as process improvements, communication strategies, and
management training.

30
 Equipment & Materials:

 Survey Tools: Printed and online survey forms using Google Forms or SurveyMonkey to collect
responses.
 Recording Equipment: Audio recorders were used for conducting and transcribing interviews
and focus group discussions.
 Analysis Software:
o SPSS or Microsoft Excel for quantitative data analysis (e.g., to calculate frequencies,
percentages, and correlations).
o NVivo or ATLAS.ti for qualitative data analysis (e.g., thematic coding of interview
transcripts and focus group discussions).

Ethical Considerations:

 Confidentiality: All employees’ responses were kept confidential to ensure their comfort in
sharing honest feedback. No identifiable information was used in the report.
 Informed Consent: All participants were provided with an informed consent form before the
start of the study, outlining the objectives, procedures, and their right to anonymity.
 Voluntary Participation: Participation in surveys, interviews, and focus groups was entirely
voluntary, and employees were free to withdraw at any point.

Data Limitations:

 Response Bias: The study may have faced biases in responses, particularly if employees were
hesitant to provide honest feedback for fear of retaliation.
 Sample Size: While 150 survey responses were collected, the study's findings may not fully
represent the experiences of all employees at Pragati Engineering, particularly those in higher-
level positions who may not be as involved in the grievance process.

31
 Chapter - V

DATA ANALYSIS AND

INTERPRETATION

32
5.1 DATA ANALYSIS AND INTERPRETATION

Data Analysis is the process of inspecting, rearranging, modifying and transforming data to
extract useful information from it. Also, it is important to make sure that your data analysis is
done in a responsible way.

Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusions, significance and implications of the findings. It is
an important and exciting step in the process of research. In all research studies, analysis
follows data collection.

Data analysis is the most crucial part of any research. Data analysis summarizes collected data.
It involves the interpretation of data gathered through the use of analytical and logical
reasoning to determine patterns, relationships or trends.

Classification of Employees (Age wise)

Table 5.1 - Age Group:

Age Group Number Of Respondents Percentage

Below 20 Years 00 0%

21-30 Years 66 55%

31-40 Years 30 25%

Above 40 Years 24 20%

Total 120 100%

33
Chart 5.1 - Age Group:

Below 20 Years 21-30 Years 31-40 Years Above 40 Years

0%

20%

55%
25%

Analysis:- Table 4.1 and chart 4.1, it shows that 55% of the respondents fall in the
age group of 21-30, 25% of the respondent fall in the age group of 31-40, and 20 %
of the respondent fall in the age group of above 40 year.
Interpretation:- According to the table 4.2 and chart 4.2. It can be said that
respondents at the age group of 21-30 years are more, this refers that the Pragati
Engineering’s hires new talent and creative minds.

Classification of Employees (Gender wise)

Table 5.2 - Gender:

Category Number Of Respondents Percentage

Male 72 60%

Female 48 40%

Total 120 100%

34
 Chart 5.2 - Gender:
7
0
%
60%
6
0
%
40%
5
0
%

4
0
%

30%

20%

10%

0%
MALE FEMALE

Analysis: -Table 4.2 and chart 4.2 shows that the total percentage of male are 60% and
female are 40% present in company.

Interpretation: - According to table 4.2 and chart 4.2, it can be said that male
respondents are more than the female respondents in the company. The company
should provide more opportunities for the women.

35
 Education qualification
Table 5.3 -- Education qualification:
Education qualification Number Of Respondents Percentage

10th 18 15%
12th 36 30%
Graduate 48 40%
Other 18 15%
Total 120 100%

Chart 5.3 -- Education qualification:

Education Qualification
45%
40%
40%
35%

30%
30%
25%
20%

15%
15% 15%
10%
5%
0%
10th 12th Graduate Other

Analysis: -Table 4.3 and chart 4.3, 15% of the respondents have completed their
SSC, 30% of the respondents have completed their HSC, 40% of the respondents
have completed their Graduation, and other 15% of the respondents have completed
their Post graduate.

Interpretation: -According to the table 4.3 and chart 4.3, it can be said that the
Graduate respondents are more. It shows that, Pragati Engineering’s main
preference is to recruit highly educated employees.

36
 Experience
Table 5.4 -- Year of Experience before joining:
Experience before
Number Of Respondents Percentage
joining
No experience 12 10%

Less than 1 year 12 10%

1-2 years 30 25%

2-3 years 24 20%

More than 3 years 42 35%

Total 120 100%

Chart 5.4 --Year of Experience before joining :

40%
35%
30% 35%

25%
25%
20%
20%
15%
10%
10% 10%
5%
0%
No experience Less than 1 1-2 years 2-3 years More than
year 3 years
Experience before
joining

Analysis: - Table 4.4 and chart 4.4, it shows that 35% respondents have more than
3 years experienced, 25% have 1-2 years’ experience, and 20% have 2-3 years’
experience, 10% have less than 1 year of experience and 10% have no experience.

Interpretation: -According to the table 4.4 and chart 4.4, it can be said that maximum
respondents are experienced before joining the company. It also shows that Pragati
Engineering’s hires experienced employees for the job.

37
 Working Condition

Table 5.5- Opinion about physical working condition

Options No. Of Respondents Percentage
Satisfied 60 50%
Partly satisfied 36 30%
Dissatisfied 24 20%
Total 120 100%

CHART 5.5- Opinion about physical working condition

20%

Satisfied

50% Partly
Satisfied

30%

Analysis:- Table 4.5 and chart 4.5, 50% of the respondents have satisfied , 30% of the
respondents had partially satisfied, and other 20% of the respondents had dissatisfaction.

Interpretation:-According to the table 4.5 and chart 4.5, that 50 % of the respondents are
satisfied with physical working condition and 30 % of the respondents are partly satisfied and
20% of the respondents are dissatisfied.

38
 Table 5.6-Wages Satisfaction Level

Option No. Of Respondents Percentage

Satisfied 84 70%
Dissatisfied 36 30%
Total 120 100%

CHART 5.6- Wages Satisfaction Level

No Of Respondents
90%

80%

70%

60%

50%

40% No Of Respondents

30%

20%

10%

0%
Satisfied Dissatisfied

Analysis:- Table 4.6 and chart 4.6, 70% of the respondents have satisfied and other 30%
of the respondents had dissatisfaction.

Interpretation:- According to the table 4.6 and chart 4.6, that 70 % of the respondents
are satisfied with wages they get and 30% of the respondents are dissatisfied in the
Pragati Engineering’s.

- 39 -
 Work Load
Table 5.7-Employees work load

Option No. Of Respondents Percentage

Very high 18 15%
High 48 40%
Normal 54 45%
Total 120 100%

CHART 5.7- Employees work load

Work load

15%
45%
Very high
High
40%
Normal

Analysis:- Table 4.7 and chart 4.7, 15% of the respondents are having very high work
load ,40% are having high workload and remaining 45% of the respondents are having
normal work load.

Interpretation:- According to the table 4.6 and chart 4.6 ,15% of the respondents are
having very high work load ,40% are having high workload and remaining 45% of the
respondents are having normal work load in the Pragati Engineering’s.

- 40 -
 Welfare Facilities

Table 5.8 – Employees welfare facilities:

Option Excellent Good Fair

Canteen 36 24 60
Restroom 18 96 30
Medical 48 54 18

Tool: - Weighted Mean

• Canteen = 36+24+60/120 = 60.5
• Restroom = 18+96+30/120 = 114.25
• Medical = 48+54+18/120 = 102.15

Analysis: - Table 4.4 and calculation, 60.5 is the mean rating for the canteen facility,
114.25 is the mean rating for the restroom facility and medical have the rating of 102.15
mean.

Interpretation: -According to the table 4.8 and calculation it can be said that maximum
respondents are satisfied with the medical facility and least satisfied with the restroom
facility in the Pragati Engineering’s.

- 41 -
Table 5

Duration To Settle The Grievance

– Duration To Settle The Grievance

Options No Of Respondents Percentage

Less than 15 days 54 45%
15-30 days 36 30%
30-40 days 30 25%
Total 120 100%

Chart 5.9 - Duration To Settle The Grievance

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than 15days 15-30 days 30-40 days

Analysis:- Table 4.9 and chart 4.8, 45% of the respondents said that it takes less than 15
days, 30% said it takes 15-30 days and 25% respondents said it take 30-40 days to settle
down the grievance.
Interpretation:- According to the table 4.9 and chart 4.8 , employees are aware of the
grievance and most 30% are satisfied with the duration of grievance settlement in the
Pragati Engineering’s.

- 42 -
Table 5 -

Relationship With Supervisor

Relationship with Supervisor

Options No Of Respondents Percentage

Good 54 45%
Fair 36 30%
Poor 30 25%
Total 120 100%

Chart 5.10 – Relationship with Supervisor

Percentage

25%

Good
45%
Fair
Poor

30%

Analysis:- Table 4.10 and chart 4.9 shows that 45% of the respondents has good relation
with the supervisor ,30% respondents has fair relation and 25% has the poor relationship
with the supervisor.

Interpretation:- According to the table 4.10 and chart 4.9 , most of the employees are
happy with the relation with the supervisor, here the relation with supervisor is fair.

- 43 -
Table 5 -

Opportunity to Express Feeling And Dissatisfaction

Opportunity to express feeling and dissatisfaction

Option No. Of Respondents Percentage

Yes 84 70%
No 36 30%
Total 120 100%

Chart 5.11 - Opportunity to express feeling and dissatisfaction

30%

Yes
No
70%

Analysis:- Table 4.11 and chart 4.10 shows that 80% of the respondents are agreeing
that the management gives opportunity to express feeling and dissatisfaction and the
remaining 30% are not agreeing.
Interpretation:- According to the table 4.11 and chart 4.10 , most of the employees
are happy with the opportunity they get to express their feeling and dissatisfaction in the
Pragati Engineering’s.

- 44 -
 Table 5 -

Relationship With Colleagues

Table 5 .12 Relationship with colleagues
Options No Of Respondents Percentage
Good 54 45%
Fair 36 30%
Poor 30 25%
Total 120 100%

Chart 5.12 - Relationship with colleagues

Opinion
50%
45% 45%
40%
35%
30% 30%
25% 25%
Percentage
20%
15%
10%
5%
0%
Good Fair Poor

Analysis:- Table 4.12 and chart 4.11 shows that 45% of the respondents feel good about
there colleagues, 30% of the respondents feel fair about there colleagues and 25% are not
satisfied with the relation.
Interpretation: According to the table 4.12 and chart 4.11 the employees’ opinion over
the relation is fair in the firm Pragati Engineering’s.

- 45 -
 5 -
Relationship With Workers And Management
Table 5 .13 Relationship with workers and management.
Options No Of Respondents Percentage
Very Good 48 40%
Good 54 45%
Satisfactory 18 15%
Total 120 100%

Chart 5.13 - Relationship with workers and management.

Opinion

Satisfactory 15%

Good
45%
Percentage

Very Good
40%

0%
10%
20%
30%
40%
50%

Analysis:- Table 4.13 and chart 4.12 shows that 40% of the respondents feel very good
about there relationship with management, 45% of the respondents feel good about there
relationship with management and 15% are not satisfied with the relation.

Interpretation: According to the table 4.13 and chart 4.12 the employees opinion over
the relation with management is good in the firm Pragati Engineering’s.

- 46 -
 5 -

Career Development Opportunity

Table 5 .14 Career Development Opportunity:

Career Development Number Of Respondents Percentage

Opportunity
Yes 96 80%
No 00 0%
Can't Say 24 20%
Total 120 100%

Chart 5.14-- Career Development Opportunity:

Career Development Opportunity

20%

80%

YES NO CAN'T SAY

Analysis: - From the above table 4.14 and chart 4.13, it show that 80% of the
respondents are satisfied with career development opportunity and 20% are in favour of
the neither satisfied nor dissatisfied.

Interpretation: - According to the table 4.14 and chart 4.13, maximum respondents are
satisfied with the career development opportunity given by Pragati Engineering’s.

- 47 -
 Leave Facility

Table 5.15 - Satisfaction with Leaves

Leaves Number Of Respondents Percentage
Highly satisfied 00 0%
Satisfied 102 85%

Neutral 18 15%
Dissatisfied 00 0%
Highly Dissatisfied 00 0%
Total 120 100%

Chart 5.15- Satisfaction with Leaves:

Leaves

15%

85%

Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

Analysis: - From the above table 4.15 and chart 4.14, shows that 85% respondents are
satisfied with leaves and 15 % are not satisfied
Interpretation: - According to the above table 4.15 and chart 4.14, it can be said that
maximum respondent are satisfied with leaves they receive it can be vacation.

48
 Promotion

Table 5.16 - Satisfaction with the Promotion:

Promotion Number Of Respondents Percentage
Highly Satisfied 06 5%
Satisfied 96 80%
Neutral 18 15%
Dissatisfied 00 0%

Highly Dissatisfied 00 0%

Total 120 100%

Chart 5.16 -- Satisfaction with the Promotion:

Promotion
90%
80%
70% 80%
60%
50%
40%
30%
20%
15%
10% 5% 0% 0%
0%
Highly Satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied

Analysis: - From the above table 4.16 and chart 4.15, it shows that 80% respondents are
satisfied with the promotion and 5% are highly satisfied with the promotion scheme.
Interpretation: - According to the above table 4.16 and chart 4.15, it shows that
maximum respondents are satisfied with the promotion policy of the company as the
promotion is based on the employees moral, achievements.

49
 Recognition and Rewards

Table 5.17 - Satisfaction with Recognition and Rewards:

Recognition And Rewards Number Of Respondents Percentage

Highly Satisfied 00 0%
Satisfied 102 85%
Neutral 18 15%
Dissatisfied 00 0%
Highly Dissatisfied 00 0%
Total 120 100%

Chart 5.17 - Satisfaction with Recognition and Rewards:

Recognition and Rewards

15%

85%

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

Analysis: - From the above table 4.17 and chart 4.16, shows that 85% of the respondents
are satisfied with the recognition and rewards, whereas only 15% are with neutral
response for recognition and rewards.
Interpretation: - According to the above table 4.17 and chart 4.16, it can be said that the
maximum respondent are satisfied with the given recognition and rewards for their work.
Recognition is such a powerful motivator; it may be given as employees of the months,
top performer.

50
 Remedial Measures
Table 5.18 - Opinion about remedial measures

Option No of respondents Percentage

Routine Meeting with Regards to
Grievance 48 40%
Proper Counselling 18 15%
Settlement of grievance should be
prompt 54 45%
Total 120 100%

Chart 5.18 - Opinion about remedial measures

Percentage
50%
45%
40%
35%
30%
25%
Percentage
20%
15%
10%
5%
0%
Routine Meeting Proper Counselling Settlement of Grievance

Analysis: - From the above table 4.18 and chart 4.17, shows that 45% of the respondents
need settlement of grievance should be prompt, 40% of the respondents need routine
meeting on grievance where as 15% need proper counselling.
Interpretation: - According to the above table 4.18 and chart 4.17, 45% of the
respondents need settlement of grievance should be prompt and 45% of the respondents
need routine meeting with regard to grievance and 15% of the respondents need proper
counselling in Pragati Engineering’s.

51
 Chapter - VI

FINDINGS, COLCLUSIONS AND

FINDINGS

52
 FINDINGS

Most of the respondents feel under the age group of 20 to 35 years.

1. Majority of the respondents were found to be male.
2. Majority of the respondents were found to be graduates.
3. Maximum respondents are experienced before joining the company.
4. More than half of the respondents are satisfied with the physical working condition.
5. 70% of the respondents are satisfied with the wages.
6. About 45% of the respondents have normal work load.
7. Welfare facilities like canteen facility highly satisfied when compared to rest room
facility.
8. Normally it takes less than 15 days to settle their grievance.
9. Most of the respondent’s need their grievance should be settled in 1 -3 days.
10. Relationship with supervisor is fair.
11. Most of the employees are happy with the opportunity they get to express their
feeling and dissatisfaction.
12. Relationship with colleagues is fair.
13. There is good relationship between workers and the management.
14. 80% of the respondents are agree with proper career development program of the
company.
15. Leave facility is satisfactory at the rate of 85%.
16. Maximum respondents are satisfied with the promotion policy of the company as the
promotion is based on the employees moral, achievements.
17. Maximum respondent are satisfied with the given recognition and rewards for their
work.
18. About 45% of the respondents need settlement of grievance should be prompt and 45%
of the respondents need routine meeting with regard to grievance and 15% of the
respondents need proper counselling in Pragati Engineering’s.

53
CONCLUSION

Prompt and effective handling of grievance is the key to industrial peace. Grievance
should be resolved and eased long before they assume character of an open conflict. The
grievance should be open so that management can learn about them and try corrective
action. For an established organization “Pragati engineering private limited” they can always
try to improve their standard by making good psychological relationship with employees
and by solving employee’s problems not only in the industrial but also in the family. The
action taken by the management should make the employees change their character but not
to confuse the life of the employees. So the handling of grievance by the Pragati engineering
private limited must be improved so as to induce a more comfortable working climate of the
employees.

54
SUGGESTIONS

1. Conducting meeting at proper interval.

2. Proper counselling should be done to get rid of their personal.
3. The working condition can be improved.
4. Work load of the employees can be optimum.
5. The welfare facilities like medical facility can be improved.

55
 BIBLIOGRAPHY

LIST OF BOOKS

Human Resource Management by L.M. Prasad, 2007.

Personnel And Human Resource Management by P.Subba Rao, V.S.P.Rao, 2009.
Personnel Management by Mamoria C.B ,2001
Personnel Management And Industrial Relationship by P.C.Tripati, 2005
Research Methodology by C.R.Kothari, 2004
Statistical Methods by S.P.Gupta, 2010

• WEBSITES

www.BBAmantra.com
www.scribd.com
www.pragatiengineering.com

56
Annexure

57
 QUESTIONNAIRE
I would kindly request all the respondents to fill the questionnaire.
The information will be kept confidential and it will be only used for academic
purpose.

Name :

1. Age :☐ Below 20 years ☐ 21 -30 years ☐ 31-40 years ☐

Above 40 years
2. Gender : ☐ Female ☐ Male

3. Education : ☐10th☐ 12th☐ Graduate ☐Other

4. Designation :
5. Number of years of experience before joining company?

☐ No experience ☐ Less than 1 year ☐ 1 – 2 years

☐ 2 - 3 years ☐ More than 3 years

6. What is your opinion about physical working condition?

☐ Satisfied ☐ Partly Satisfied ☐ Dissatisfied

7. Are you satisfied with Salary you are getting?

☐ Satisfied
☐ Dissatisfied

8. What you think about work load ?

☐ Very High ☐ High ☐ Normal

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1. How about the welfare facilities given by the management?

Facilities Excellent Good Fair

Canteen
Rest room

Medical

2. Mention the duration normally takes to settle the grievance?

☐ Less than 15 days ☐ 15-30 days ☐30-40 days

3. How do your supervisor act and respond in the work spot?

☐ Good ☐ Fair ☐Poor

4. Does the management gives an opportunity to express your feeling

and dissatisfaction?
☐ Yes ☐No
5. State your opinion about the following relationship? o Relation with
your colleagues.
☐ Good ☐ Fair ☐Poor
o Workers and management
☐ Good ☐ Fair ☐ Poor
6. Are you satisfied with Promotion you are getting?
☐ Highly Satisfied ☐ Satisfied ☐Neutral
☐ Dissatisfied ☐ Highly Dissatisfied

7. Are you satisfied with Recognition and Rewards you are getting?
☐ Highly Satisfied ☐ Satisfied ☐Neutral
☐ Dissatisfied ☐ Highly Dissatisfied

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8. Are you satisfied with Leave you are getting?
☐ Highly Satisfied ☐ Satisfied ☐ Neutral
☐ Dissatisfied ☐ Highly Dissatisfied

9. Does your company provide career development opportunity?

☐ Yes ☐ No ☐ Can’t say
10. State your opinion about the following remedial measures?
a) Routine meeting with regards to the grievance ( )
b) Proper counselling ( )
c) Settlement of grievance should be prompt ( )

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