PROJECT REPORT

ON

PERFORMANCE APPRAISALPrepared and Presented to:Under The Guidance Of :Companys Guide:-

Faculty Guide:-

Mr. C.S Bhama

Mr. Syed Tanveer (Training Manager)

(Submitted in the partial fulfillment for the award of the degree of Master Of Business Administration from G.B Technical University,

Session-2011-2013)

Submitted By :-

VIRENDRA SWAROOP BHARTIRoll No. 1139870046(MBA IV Sem.)Bhalchandra Institute Of Education & Management Lucknow .

(2011-2013) ACKNOWLEDGEMENTThis is to express my heartiest gratitude towards all those who helped and inspired me to complete my project report.

I feel immense pleasure in submitting my summer training project report.

I am highly thankful to my Director Mr. SUBODH CHAWLA(B.I.E.M) for his support and encouragement that he provided me during the tenure of the project report.

I am also thankful to my H.O.D Mr.Syed Tanveer Associate Prof. of MBA and to my faculty guide Mrs. Manisha Singh for their kind and constant support and guidance.

At the end I would like to mention about the constant motivation and help that I received from my family, teachers, friends and batch mates for completing my project report.

Regards,

(Virendra Swaroop Bharti)

PREFACE

Understanding motivation and application of actual motivational strategies aretwo very different things. Since last few decades we have witnessed immensechanges in the indian organizational context.This project- report of mine is an attempt to focus certain factors influencingmotivation and their mode of application in H.A.L.First,efforts have been focus on introducing .HAL and give the outline abouthistory of working.]

Second, the project report emphasizes on the actual mode of motivation here

performance appraisal process, objectives of human resource department needs for training development and there execution in H.A.L have been detailed,supported by a copy of questionnaire that was used to interview the employes of HAL Third,the report incorporates conclusion, suggestion and recommendation which Ipersonally feel will go a long way to bridge the gap between intended results and the actual results.

.Thus, i expect that this project report will not only fulfil my purpose understanding

motivation as a business management student but will also help H.A.L to know themselves better, as there is always a scope of improvement.EXECUTIVE SUMMARY

In this summer training we have tried to cover up the whole matter which is relevant and in short so, that its conclusion can be drawn from a concise report.

The topic of our summer training is industrial relation and worker participation in management for that. The report includes various trends that followed in the organization.

In the first phase of the report we have discussed about the Human Resource Management its objectives, importance in the organization. Its evolution in India. Then the light is thrown on the part Human Resource activities which are implemented in the organization and the current trends are emphasized that are recently followed by every organization for their betterment in this competitive era.

Second segment of the report includes the introduction of the Industrial Company Profile [HAL] on the basis of Product range and Competitive Situation and the various HR trends which are being followed by the organization for the development of the organization and its employers.

The main report starts from the Third phase in which Research Methodology is done through Research Design, Sampling, data collection from various methods by use of analytical tools and then analyse. .

After analysis includes my report interpretation and findings and given suggestion and conclusion.

Last segment of my report are bibliography and appendix.

OBJECTIVES

To safeguard labour and management by mutual understanding and by maintaining harmonious relationships.

To reduce the industrial conflict between employees and employer.

SUB-OBJECTIVES

To ensure availability of Total Quality People to meet the Organizational Goals and Objectives

To have a continuous improvement in Knowledge, Skill and Competence (Managerial, Behavioral and Technical)

To promote a Culture of Achievement and Excellence with emphasis on Integrity, Credibility and Quality

To maintain a motivated workforce through empowerment of Individual and Team- building

To enhance Organizational Learning

To play a pivotal role directly and significantly to enhance Productivity, Profitability and improve the Quality of Work Life

CONTENT

I. Title Page

1

II. Acknowledgement

2III. Preface

3IV. Table of Content

6V. Executive Summary

4VI. Objective

5VII. Main Body

7 Industrial company profile

7

Project profile

15 Research methodology

55 Data Analysis

58 VIII. Finding and suggestion

87IX. Limitation

88X. Conclusion

92XI. Bibliography

95XII. Annexure

93CHAPTER 1

INTRODUCTION TO HALCOMPANY PROFILE

BRIEF HISTORY OF HINDUSTAN AERONAUTICS LIMITED LUCKNOW DIVISIONLucknow Division of HAL was established in 1970 with the primary objective of manufacturing systems and accessories for various aircraft and engines and accessories for various aircraft and engines and attains self-sufficiency in this area. Its facilities are spread over 6,00,000 square feet of built area set in sylvan surroundings. At present it is turning out over 850 different types of accessories. The division started with manufacturing various systems and accessories

Hydraulics

Engine fuel system

Air-conditioning and Pressurization

Gyro & Barometric Instruments

Electrical system item

Undercarriage

Electronics items

All under one roof to meet the requirements of the aircraft, helicopters and engines being produced by HAL at that time. This was followed & Sea- with manufacturing the same range of accessories for MIG series of aircraft, International Jaguar and repair/overhaul of Mirage-2000 Harrier accessories addition the Division manufactured systems for Civil Aircraft i.e., Avro, Dornier and AN-32 & Chetah, Chetak Helicopters.

The Division, right from the beginning, laid a lot of emphasis on developing indigenous capability for design and development of various systems and accessories. This capability and culminated in indigenous design and development of a variety of systems and accessories for the Light Combat Aircraft (LCA) and Advanced Light Helicopter (all version i.e. Army, Air force, Navy & Civil) two prestige aircraft programmes in the country. The division has also developed and has made successful strides into the area if Microprocessor based control systems for the LCA system as well as other system.

The division diversified not only in other defence application like tanks and armored vehicles for Army, it took commercial applications of hydraulics items, gyroscopic equipment, Purpose Test Equipment & Ground Support Equipment and successfully supplied in the market. The division has been in the forefront of accessories development and supply not only to Indian Air force but to Army,

Navy and various Defence Laboratories as well as space applications. The division today has a prime name in the Aviation market and various international companies are interested to join hands with it for future products.HAL PRODUCTS AND EMPLOYEE'S PROFILE

PRODUCTS OF HAL

Mig series

International Jaguar

Mirage

Sukhoi (proposed)

Sea-Harrier

AN-32

Kiran MK-I/MK-II

CIVIL AIRCRAFT

Dornier

AVRO

HS 748

HELICOPTERS

Chetak (Alouette)

Cheetah (Lama)

RANGE OF ACCESSORIES COMPRISES: -

Hydraulics Jacks Selectors Valves

Filters

Wheels and Brakes

Undercarriage

Cold Air Units and Electrically operated Valves

Servo Actuators

Fuel content Gauges

AC/DC Generators and Motors

Gyro/Panel Instruments

Solid State Inverters / Protection units.

EMPLOYEE'S PROFILE AND EXPORT PRODUCTS

EMPLOYEE'S

Indian Air Force / Navy / Coast Guard.

Defence R&D Laboratories / Department of Space.

State Government, Civil Aviation / Ordinance Factories / Corporate Sectors.

Flying Academies & Educational Institutions.

Airlines / Air Taxies / Air Cargo.

Defence Forces of Countries from South East Asia, Middle East, Africa, India sub-continent.

Collaborators / Licensors.

EXPORT PRODUCTS

Supply of Rotables and spares of Jaguar Internationally and Cheetah (Lama) / Chetak (Alouette) Helicopter.

Repair / Overhaul of MIG series, Jaguar Internationally Cheetah (Lama) / Chetak (Alouette) and Dornier Accessories.

Ground Support Equipment.

Complete range of Electrical Power control system and other accessories.

Accessories Division of HAL was established in 1970 with the primary objective of manufacturing systems and accessories for various aircraft and engines and attain self sufficiency in this area. Its facilities are spread over 94,000 sqm of built area set in sylvan surroundings. At present it is turning out over 1100 different types of accessories. The Division started with manufacturing various Systems and Accessories viz, Hydraulics, Engine Fuel System, Air-conditioning and Pressurization, Gyro & Barometric Instruments, Electrical System items, Undercarriages, Electronic items all under one roof to meet the requirements of the aircraft, helicopters and engines being produced by HAL. This was followed up with manufacturing the same range of accessories for MiG series of aircraft, International Jaguar and repair / overhaul of Mirage-2000 & Sea-Harrier accessories. In addition the Division manufactures systems for Civil Aircraft i.e. Avro, Dornier and AN-32 & cheetah, chetak & Advanced Light Helicopters.

The Division, right from the beginning, laid a lot of emphasis on developing indigenous capability for Design and Development of various System and Accessories. This capability has culminated in indigenous design and development of a variety of systems and accessories for the Light Combat Aircraft (LCA) and Advanced Light Helicopter (all versions i.e. Army, Air force, Navy & Civil) - two prestigious aircraft programs in the country and IJT (Intermediate Jet Trainer). The Division has also developed and has made successful strides into the area of Microprocessor based control systems for the LCA Engine as well as other systems.

The Division diversified not only in other defence applications like tanks and armoured vehicles for Army, it look commercial applications of hydraulic items. Gyroscopic Equipment, Special Purpose Test Equipment & Group Support Equipment and successfully supplied in the market. The Division has been in the forefront of accessories development and supply not only to Indian Force but to Army, Navy and various Defence Laboratories as well as for Space applications.

The Division today has a prime name in the Aviation market and various international companies are interested to join hands with it for future projects.

The Division has also made steady progress in the area of Export.

Process

Heat Treatment facilities for all types of steels, Aluminum alloys, Copper, Nickel & Titanium alloys.Protective Treatment

Treatment facilities of all types like Plating, Publishing etc, SPECIAL types of Surface protection & Painting facility, i.e. RILSAN Coating PTFE Coating, MOLY DAG Coating.

Welding Division has Electro Beam, Argon arc, Spot & Seam welding equipment to facilitate intricate welding on thin metal bellows, capsules, stator Packs, Brushes etc. Our welders are fully approved & certified by Civil Aviation Authority. Rubber, Plastic, Foundry These facilities are in - house to cater for the needs of various production / servicing requirements.

Assembly And Test 8000 sq.mtrs of Clean/Air-conditioned room (class 10,000 with laminar flow cabinets) where assembly & test activities for instruments, Hydraulics and Fuel factories take place.

Attached facilities to Assembly Shops are:

Dedicated Test Equipment, Environmental Testing facilities to meet the aeronautical acceptance standards.

Environmental Laboratory Facilities for all types of Environmental testing as per requirements of BS, MIL & JSS, available to meet regular requirements of type testing of all types of units designed/developed in the in-house R &D centre.

CHAPTER 2

Human Resource Development

Emanating from the Company's Mission Statement, the strategic Human Resource Development (HRD) goal of HAL is to create an atmosphere of technological and managerial excellence to become a globally competitive Aerospace Industry. With the changing environment, rapid technological changes characterized by a paradigm shift from licensed production to R&D based production duly balanced with co-development / co-production, technological up gradation etc., greater customer demand, focused diversification to civilian and export markets, the overall objective of the Human Resource Development plan is to build a vibrant and learning organization, so as to meet the challenges of quality and excellence, recruitment and retention of competent human resources and develop high commitment and a sense of belongings to the Company. Accordingly, the Company's HR Vision, Mission, Objectives, Strategies and Policies have been identified and indicated as follows:-

VISION"To make HAL a dynamic, vibrant, value-based learning organization with human resources exceptionally skilled, highly motivated and committed to meet the current and future challenges. This will be driven by core values of the Company fully embedded in the culture of the Organization"

MISSION Enable all those working for HAL to give their best to ensure their all-round growth be in total alignment with Corporate Strategy

Maintain Human Resource at optimum level to meet the objectives and goals of the Company

Be competent in Mapping, Analysis and Up gradation of Knowledge and Skills including Training, Re-training, Multi-skilling etc

Cultivate Leadership with Shared Vision at various levels in the Organization

Focus on Development of Core Competence in High-Tech areas

Build Cross-functional Teams

Create awareness of Mission, Values and Organizational Goals through out the Company

Introduce / Implement personnel policies based on performance that would ensure growth, Rewards, Recognition, Motivation

FOCUS OF HUMAN RESOURCE POLICY Competence Building

Commitment

Motivation

Employee Relations

In the backdrop of the above, the focus of Human Resource Development initiatives at HAL emphasize the following:

I ) MAN POWER PLANNING Out sourcing of low tech and medium tech jobs

Fresh induction only in critical / highly specialised areas based on requirements due to increase in work load and super annuation profile (Annexure-II). In the Workmen Cadre, induction will be restricted to Direct Workmen only

Improving the existing qualification profile by focusing on induction of professionally qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of knowledge, skill, experience and attitude in line with the organizational requirement through appropriate manpower plan both short term (contract appointments) and long term recruitment programme

(II ) TRAINING AND DEVELOPMENTTraining is one of the most important tools for developing human resource. Hence, identification of training competency profile in terms of Vision, Mission of the Company would be the strategic point of the training and development strategy of the Company. The following objectives have been set in this regard:-

To provide training to all employees at regular intervals in a plan period of 5 years

Training to become an integral component of individual professional evolution by:

updating knowledge to avoid obsolescence

enhancing professional creativity

enabling employees to shoulder higher responsibility

creating a business trend and strategic thinking to take up new business challenges (creation of Centre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training per employee per year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training, the following have been identified as the key focus areas of training:

Technology

Tooling

Quality

Information Technology

Further, to facilitate the development of soft skills (change of mind-set, managerial development etc.) training would be imparted on a continuous basis. Tie-ups with Centers of Excellence like IITs, NDC, FIAS France etc. for imparting training would be given prime importance.III ) PERFORMANCE APPRAISAL :Appraising people for meeting the Company's goal would be the prime focus of performance management. The new Performance Appraisal System based on work planning and commitment (mutually agreed tasks) , self-review and performance analysis, performance review and feedback would ensure that the focus would be on value adding activities rather than on routine activities which bear no relationship with the Organizations goals and objectives.

Identification of low performers and resultant corrective action through out the Company would be given priority. Similarly, faster career growth opportunity would be provided to high performersIV ) REWARD SYSTEMThe focus of the reward system in the Company is to promote team work and cultivate a sense of achievement and excellence in the Organisation. This is in addition to the existing scheme of reward for an individual who innovatively and creatively makes exemplary contributions in the key thrust areas of the Company that would lead to its achieving overall excellence. Coupled with the above, schemes like "Inter Divisional Competition" and "Profit Sharing Scheme" have been institutionalized in the Company for team reward.

V ) SCHEME FOR LEARNING AND CERTIFICATION FOR EXECUTIVESA "Learning Organization" is essential for survival in the present era of Liberalization, Privatization and Globalization. Therefore, "Knowledge" is the only core competence of Organizations for coping with changes. Since individual knowledge is the starting point for organizational knowledge, it is only the employees who can convert knowledge into efficient actions.

In line with the above philosophy, among other initiatives like institutionalizing Learning Centers in Divisions etc., HAL has also introduced the scheme for Learning and Certification for executives as a starting point for building individual knowledge. The scheme inter-alia provides an opportunity for the Junior and Middle Management Cadre Executives to broaden their perspective by not only learning about all functions and procedures in their respective disciplines but also in related areas and overall knowledge about the Organization and its environment. So far, approximately, 45% (both for "O" & "A" level) of executives have been certified (Annexure IV). It is proposed to expand the coverage of this scheme further, if required, by linking the scheme to some kind of reward mechanism.

Lastly, the HRD Plan will also include time-to-time OD Interventions to address specific requirement of the Company.

INDUSTRIAL RELATIONSIndustrial relations is the relationship between employees, employer and management, particularly groups of workers represented by a union.

Labour relations is an important factor in analyzing "varieties of capitalism", such as neocorporatism (or corporatism), social democracy, and neoliberalism (or liberalism).

Labour relations can take place on many levels, such as the "shop-floor", the regional level, and the national level. The distribution of power amongst these levels can greatly shape the way an economy functions.

Another key question when considering systems of labour relations is their ability to adapt to change. This change can be technological (e.g., "What do we do when an industry employing half the population becomes obsolete?"), economic (e.g., "How do we respond to globalization?"), or political (e.g., "How dependent is the system on a certain party or coalition holding power?").

Governments set the framework for labor relations through legislation and regulation.

In Australia industrial relations is the commonly used term, though in recent years the term workplace relation has also become common. This was a prominent issue in the defeat of the centre-right Howard Liberal government at the 2007 federal election, who with a Senate majority had introduced the WorkChoices policy.

The academic discipline of labor studies is closely related to and often studied and taught in conjunction with the study industrial and labor relations in english language universities.

Part of a series on Organized labour

The labour movementNew Unionism Proletariat

Social Movement Unionism SocialismSyndicalism Anarcho-syndicalismLabour timelineLabour rightsChild labor Eight-hour dayOccupational safety and healthCollective bargainingTrade unionsTrade unions by countryTrade union federationsInternational comparisonsITUC WFTU IWAStrike actionsChronological list of strikesGeneral strike Sympathy strikeSitdown strike Work-to-ruleTrade unionistsSidney Hillman I. C. FrimuI. T. A. Wallace-JohnsonTanong Po-arnSarah Bagley

more namesAcademic disciplines

Labor in economicsLabor historyIndustrial relations Labor lawThis box: viewtalkeditPerspective theoriesWhen studying the theories of industrial relations, there are three major perspectives that contrast in their approach to the nature of workplace relations. The three views are generally described as the unitary, pluralist and Marxist perspectives. The Marxist perspective is sometimes referred to as the Conflict Model. Each offers a particular perception of workplace relations and will therefore interpret such events as workplace conflict, the role of trade unions and job regulation very differently.

Unitary perspectiveIn Unitarianism, the organization is perceived as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff all share a common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there can't be two sides of industry. Conflict is perceived as disruptive and the pathological result of agitators, interpersonal friction and communication breakdown.

Pluralistic perspectiveIn pluralism the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the management and trade unions.

Consequently, the role of management would lean less towards enforcing and controlling and more toward persuasion and co-ordination. Trade unions are deemed as legitimate representatives of employees, conflict is dealt by collective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change.

Marxist/Radical PerspectiveThis view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labour, and sees workplace relations against this history. This perspective sees inequalities of power and economic wealth as having their roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and trade unions are a natural response of workers to their exploitation by capital. Whilst there may be periods of acquiescence, the Marxist view would be that institutions of joint regulation would enhance rather than limit management's position as they presume the continuation of capitalism rather than challenge it. There are two variants of this view - the pessimist view propounded by Lenin, Trotsky and Michels and the optimist view propounded by Marx and Engels.

Retrieved from "http://en.wikipedia.org/wiki/Industrial_relations"

Categories: Organizational studies and human resource management | Labour relations | Business lawHidden categories: Articles lacking sources (Erik9bot)GRIEVANCEA grievance is dissatisfaction of employees or discontent of employees in the organization. Reduce to grievances is also my research objective. It reduces by develop harmonious relationship between employees and employer as well as management and by coordination among employees.

Union laborIn a labor union, a grievance is the subject of a complaint filed by an employee to be resolved by procedures provided in the union contract. Such a grievance may arise from an alleged violation of the collective bargaining agreement, or violations of law, such as workplace safety regulations...

Ordinarily, unionized workers must ask their operations managers for time during work hours to meet with a shop steward in order to discuss the problem, which may or may not result in a grievance. If the grievance cannot be resolved through negotiation between labor and management, mediation, arbitration or legal remedies may be employed. Typically, everyone involved with a grievance has strict time lines which must be met in the processing of this formal complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he or she has filed a grievance or not. The difference between a grievance and a complaint, in the unionized workplace, is whether the subject matter relates to the collective bargaining agreement.

History and politicsA grievance may arise from injustice or tyranny, and be cause for rebellion or revolution.

The revolt of English barons in the early thirteenth century which led to the Magna Carta of 1215 was partly motivated by grievances against abuses by King John. This right to Petition the king, for grievances, was affirmed in the Bill of Rights 1689.

The United States Declaration of Independence is mainly an enumeration of the colonists' grievances against King George III. The right "to petition the Government for a redress of grievances" is recognized in the First Amendment to the United States Constitution1. Concept of Grievance,

2. Causes of Grievance,

3. Need for a Grievance Redressal Procedure,

4. Effective Grievance Redressal,

5. Steps in a Grievance Redressal Procedure,

6. Grievance Redressal Procedure in Unionized Organizations,

7. Legislative Aspects of the Grievance Redressal Procedure in India,

8. Conflict Resolution

A grievance is a sign of an employee's discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employee's rights.

One of the effective ways of minimizing and eliminating the source of an employee's grievance is by having an open door policy'. An open door policy facilitates upward communication in the organization where employees can walk into a superiors' cabin at any time and express their grievances. The National Commission on Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever a grievance is expressed.

Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods problem-solving method is most likely to bring about a win-win situation.

GRIEVANCE HANDLING PROCEDURE 1. Definition and Concept of Discipline,

2. Aims and Objectives of Discipline,

3. Forms and Types of Discipline,

4. Acts of Indiscipline or Misconduct,

5. Principles of Maintaining Discipline,

6. Mc Gregor's Red Hot Stove Rule,

7. Disciplinary Procedure, Approaches to Discipline,

8. Preventive Discipline, Positive Discipline,

9. Disciplinary Actions, Verbal Warning,

10. Written Warning, Suspension,

11. Demotion, Pay cut,

12. Dismissal,

13. Code of Discipline in Indian Industry,

14. Industrial Employment Standing Orders Act, 1946

Some employees, regardless of an organization's efforts at selection, socialization, job design, performance standards and reward practices, create discipline problems for the management. Handling these discipline problems is a sensitive and challenging task for a human resource manager.

Employees of an organization are expected to conduct themselves in accordance with the organization's rules and standards of acceptable behavior. Employees who cannot be motivated to maintain such discipline require some degree of extrinsic disciplinary action. The primary objective of disciplinary procedure is to motivate an employee to conform to the organization's performance standards.

The disciplinary problems faced by the HR managers can be classified into four categories attendance, on-the-job behavior, dishonesty, and off-the-job behavior. There are three approaches incorrect discipline, preventive discipline, and positive discipline to discipline the employees. One effective way to approach the disciplinary process is to follow the Red Hot Stove Rule, which suggests that administering discipline is more like touching a hot stove.

The various disciplinary actions that are administered are verbal warning, written warning, suspension, pay cut, demotion, and dismissal. The severity of the disciplinary action should be in accordance with the severity of the misconduct. The Government of India enacted the Industrial Employment Standing Orders Act in 1946 to ensure uniform and stable conditions of employment.

TRADE UNIONS1. Definition and Concept of Trade Unions,What Drives Workers to Join Trade Unions?,

2. Characteristics of Trade Unions,

3. Functions of Trade Unions,

4. Types of Trade Unions,

5. Classification of Trade unions According to Purpose,

6. Classification of Trade Unions According to Membership,

7. Methodology Adopted by Trade Unions,

8. Mutual Insurance, Collective Bargaining,

9. Legal Enactments, Other Methods,

10. Issues of Trade Unions,

11. Uneven Growth of Unionism,

12. Small Size of Unions,

13. Financial Weakness,

14. Multiplicity of Unions,

15. Inter-Union Rivalry,

16. Leadership Issue,

17. Politics and Unions,

18. Trade Unions and Globalization

Trade unions have been classified either on the basis of purpose or on the basis of membership structure. Reformist and revolutionary unions are formed on the basis of purpose. Reformist unions are further classified into business and uplift unions. On the other hand, revolutionary unions are further classified into political, anarchist, and predatory unions

Predatory unions can be e. They raised a collective voice for the improvement of workers wages, working conditions, and their social welfare. Basically, workers joined trade unions to protect their economic, social and political interests and to satisfy their need for belongingness.

There hold-up or guerilla unions. Craft unions, industrial unions, and general unions are based on membership structure. Over the years, the power of unionism has weakened due to a shift in the nature of workforce among other factors. Trade unions in India have always been plagued by multiple unionism, inter-union rivalry, political interference, financial weakness and uneven growth of unionism.

With the advent of globalization and privatization, these unions fear that their importance and power will decline. The survival of these unions largely depends on their adaptability and improvement in their functioning. Their future success depends on their ability to develop healthy relations with employers and the government by redesigning their objectives, roles and strategies.

Successful organizations support and provide facilities to their people to help them to balance the scales. In this process, organizations are coming up with new and innovative ideas to improve the quality of work and quality of work life of every individual in the organization. Various programs like flex time, alternative work schedules, compressed work weeks, telecommuting etc., are being adopted by these organizations.

Technological advances further help organizations to implement these programs successfully. Organizations are enjoying the fruits of implementing QWL programs in the form of increased productivity, and an efficient, satisfied, and committed workforce which aims to achieve organizational objectives. The future work world will also have more women entrepreneurs and they will encourage and adopt QWL programs.

Grievance ProcedureGrievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization. 1. Open door policy2. Step-ladder policyOpen door policy: Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door policy is suitable for executives; operational employees may feel shy to go to top management. Step ladder policy: Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superiors decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive redress the grievance.

GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 16th session of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery. According to it, workers representatives are to be elected for a department or their union is to nominate them. Management has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are:

STEP 1: In the first step the grievance is to be submitted to departmental representative, who is a representative of management. He has to give his answer within 48 hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days.

STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of Grievance Committee must be communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The management must communicate its decision to the worker within 7 days.

STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary arbitration.

It is A Waterfall Model with Feedback

Grievance Mechanism Flow of Activity

Nature of grievanceA grievance is defined as any real or imagined feeling of personal injustice that an employee has about the employment relationship. This feeling does not have to be expressed to become a grievance. Also it does not have to be true or correct. A feeling that arises from imaginary conditions or from incorrect reasoning is still a grievance if it causes a feeling of injustice.

A grievance system is a formal system by which disputes over working rules are expressed, processed and judged in an organisation. When an employee expresses his unhappiness in the grievance system it is said that he files a grievance. Thus, a grievance may also be defined as a specific, formal dissatisfaction expressed through an identified procedure.A complaint, on the other hand, is merely an employee dissatisfaction which has not taken the formal grievance settlement route. Management should be concerned with both grievances and complaints because many complaints can become grievances, and many complaints are good indicators of potential problems within the workforce.

THE NATURE OF COMPLAINTS/GRIEVANCEA grievance under a collective agreement is generally well defined since most typical contracts detail what management can and cannot do and what the responsibilities of the union are. The day-to-day administration of a contract most often focuses on employer and employee rights. When a unionised employee feels his or her rights under the contract have been violated, then the employee can file a grievance. Other conditions that may give rise to grievances are:

1. A violation of law by the management e.g. management not observing the requirements of the Factory and Machinery Act.

2. A violation of the intent of the parties as stipulated during contract negotiations.

3. A violation of company rules.

4. A change in working conditions or past company practices.

5. Organizations of health and/or safety standards.

sFORMAL GRIEVANCE PROCEDUREThe usual steps in the grievance procedure are as follows:

Step 1: The employee discusses the grievance with the immediate supervisor. (This step varies across companies. In some, an employee who believes the company has violated the contract complains to his union steward who may accept or assist in the writing of a grievance. Then the steward will present the grievance to the grievant's supervisor who has the opportunity to:

a. answer the grievance satisfactorily, or

b. make the necessary adjustments to satisfy the grievant.

Step 2: The union steward presents the grievance to the supervisor manager. This step is taken only if the grievance is not solved by the grievant's supervisor.

Step 3: The union grievance committee discusses the grievance with the unit plant manager or the employer's industrial relations department.

Step 4: The national union representative discusses it with the company manager.

Step 5: The final step may be reference to an impartial umpire or arbitrator for ultimate disposition of the grievance.

The steps outlined above are relevant to companies that are unionised. Grievants in a non-unionised company should not by any means be deprived of settling their dissatisfaction. The procedure to settle their grievances may be quite similar to that used for unionised employees except that in their case the role of the union steward is absent.

The grievant first discusses the grievance with his or her supervisor orally before (if necessary) putting it to him in writing. He then presents the grievance to his superior's boss. In companies where there is no union, a grievance committee should be set up permanently to review any grievance that is not settled by the manager or the grievant's supervisor. Of course, the arbitration mechanism is also available for the non-unionised grievant should the committee also fail to settle his or her dissatisfaction.

THE ROLE OF THE PERSONNEL ADMINISTRATOR1. Both the personnel administrator and functional manager must play certain roles in handling grievances. The role of a personnel administrator (or unit) is to:

2. Assist in designing the grievance procedure.

3. Monitor trends in grievance rates for the organisation. A grievance rate is usually stated in terms of the number of written grievances for 100 employees in one year.

4. Assist preparation of grievance cases for arbitration. This involves collecting accurate data on the nature of the grievances, circumstances leading to it, parties involved, etc.

5. Have the responsibility for settling grievances. As the personnel administrator, one must always make

6.At least an attempt to settle any grievance put forward by employees. Settling a grievance at the earliest possible stage avoids a range of problems such as high turnover rate, absenteeism, declining productivity, and sabotage.

THE ROLE OF THE FUNCTIONAL MANAGER1. The role of a functional manager in grievance settlements may be summarised as follows:

2. To operate within the grievance procedure laid down by the personnel unit.

3. To attempt to resolve grievances where possible acting as "person closest to the problem".

4. To document grievance cases at ground level for the grievance procedure.

5. Like the personnel administrator, to have the responsibility of preventing and settling of grievances.

SUCCESSFUL HANDLING OF COMPLAINTS AND GRIEVANCES

Fast/tactful and attitude:Handling of complaints and grievances may not be as easy as some people might have thought. It requires the management to act fast, be tactful, and have the right attitude.Simple Procedure:The procedure should not be too complicated that it actually deprives the grievant of an early settlement. The procedure and the forms airing grievances must be easy to utilise and well-understood by employees and their supervisors.

Time Limit:The supervisors/manager must process the grievances filed with them as soon as they are received. The supervisor who delays a grievance furthers the grievant cause, since the delay convinces the grievant that the grievance is a sound one and that the supervisor is afraid to face it. Thus, it is important that time limits be established at each step in the procedure so that delays cannot be used as excuses to prevent settlement.Supervisory Attitudes:The supervisors must be able to convince the employees that they are open and prepared to settle the grievance. They should not indicate a feeling of revenge or retaliation. Supervisors should approach grievances in a problem-solving frame of mind rather than with the idea the grievance is a fight between them and the grievant.

Tactful Handling:At any stage of the grievance machinery, the dispute must be handled by some member of management. The clearest opportunity for settlement is found at the first stage when the grievance is in the province of the supervisor. Supervisors should be able to deal with a grievance tactfully by following the procedures described below:

1. Receive and define the nature of dissatisfaction.Instead of trying to deal with a vague feeling of discontent, the supervisor should attempt to define the problem properly. Sometimes the wrong complaint is given or received. The supervisor must listen carefully and with empathy, in order to make sure that the true complaint or grievance is being voiced.

2. Get the facts.

Facts must be separated from opinion and impressions. In gathering facts, one quickly becomes aware of the importance of keeping proper records, such as performance rating, job ratings, attendance records, and suggestions.

3. Analyse and decide.

With the problem defined and the facts in hand, the manager must now analyse and evaluate them, and then come to some decision. There is usually more than one possible solution. He must be aware that the decision may constitute a precedent within both the department and the company.

4. Apply the answer.

Whatever the decisions and answers the manager has for the grievances, he must not keep the grievant waiting for them. Even though the solution decided upon by the manager is adverse to the employees, some answer is better than none.

5. Follow up.

The purpose of a follow up (through discussion or conference) is to determine whether the clash of interest between an employee and the organisation has been resolved. If the follow up reveals the case has been handled unsatisfactorily or that the wrong grievance has been processed, then redefinition of the problem, further fact-finding, analysis, solution, and follow up will be required.

TACTFUL HANDLING OF GRIEVANCES

+ Receive and define the nature of dissatisfaction

+ Get the facts

+ Analyse and decide

+ Apply the answer

+ Follow up

DISCIPLINE

Discipline is management action to enforce organisational standards. It may also be regarded as a form of training that enforces the organisation's rules. Discipline can be approached in two basic ways:

PREVENTIVE DISCIPLINEThe purpose of preventive discipline is to heighten employee's awareness of company policies and rules in their work experience. Knowledge of disciplinary actions may prevent violations. The objective of preventive discipline is to encourage employee self discipline. In this way the employees maintain their own discipline rather than having it imposed by management.The application of preventive discipline suits well with a manager who is guided by Theory Y assumptions. A Theory Y manager assumes among other things that:

1. The expenditure of physical and mental effort in work is as natural as play or rest.

2. People will exercise self-direction and self-control in the service of objectives to which they are committed.

3. Commitment to objective is a function of the rewards associated with achievement.

4. The average human being learns, under proper conditions not only to accept but to seek responsibility.

CORRECTIVE DISCIPLINECorrective or punitive discipline is used when violations or discipline problems occur, that is, when employees deviate from the rules established by the organisation.

The hope is that through punishment, employees will not repeat the undesired behaviours. In addition, punitive discipline also has the following objectives:

1. To reform the offender.

2. To deter others from similar actions.

3. To maintain consistent, effective group standards.

THE ROLE OF RULES IN DISCIPLINERules are specific guidelines that regulate and restrict the behaviour of individuals. Rules serve several purposes in organisations. They coordinate activities, maintain stability and serve as handy decision guides so that routine decisions do not have to be made again and again. However, rules can pose problems, as well. They can block new ways of doing work; can become excuses rather than reasons; and may add to the red tape in organisations.

Enforcement problems can result if rules are drawn up are unacceptable to employees. Similarly, rules are useless if they are not enforced. This suggests that violation of the rules will result in a disciplinary action. A disciplinary action is a form of punishment taken against a person for infracting from established norms, standards or rules.PRINCIPLES OF DISCIPLINARY ACTION ADMINISTRATIONOne of the most difficult tasks of a supervisor is the effective administration of disciplinary actions. Not only does he need to be fair in his decision but he also needs to strike a balance between punishing for the wrong doing and educating for the right behaviour. Too often employees who receive disciplinary actions do not understand the true objective of the action and choose to be revengeful. The following principles ensure effective administration of disciplinary action.

1. Locate the responsibility for the administration of disciplinary action. There is a general agreement that it must be a line responsibility. Personnel staff can and should provide advice and assistance, but disciplining subordinates is so close to the essential nature of leadership and command that it should not be taken away from the supervisor.

2. Clarify what behaviors are expected of an employee. This requires an establishment of reasonable rules and regulations which contribute to effective operations. When a certain type of behavior is desired, the employee should be informed of the nature of that behavior and the reason for it. Thus, personnel policies and rules must be distributed and communicated to employees to be effective. Employee handbooks can be creatively designed to explain detailed policies and rules so that reference can be made to a handbook when no one is available to answer questions. Supervisors and managers can maintain discipline by reminding their employees about these policies and rules.

3. Enforce the rules fairly and consistently. Consistent discipline is required because consistency is an important part of fairness. Lack of consistency causes employees to feel discriminated against. If the person receiving the more severe penalty learns about the inconsistency he will not respect the supervisor of the rules.

4. Take the action immediately. Punishments should not be delayed too long in order that the relationship between the penalty and the offensive act remains clear. Delayed action not only allows the punishment to lose its positive effect on behaviour but also seems to stimulate greater resentment than if it were applied earlier.

5. Apply the discipline progressively. Progressive discipline is best viewed as the training or shaping of behaviour that is applied to modify unacceptable behaviour. This shaping may include punishment or it may not. The concept of progressive discipline suggests that the attempts to modify behaviour get more severe as the employee continues to exhibit improper behaviour.

A typical progressive discipline system includes:

1. Verbal caution (with notes in employee's file),

2. Written reprimand (copies for both parties),

3. Short suspension,

4. Demotion and/or withholding pay raise,

5. Longer suspension,

6. Discharge (steps 3 and 5 may be omitted in certain instances or certain procedures).

There are exceptions to the application of progressive discipline. For example, serious violations such as assaulting a supervisor, drinking on the job, or selling drugs, stealing or damaging company's property may result in immediate dismissal.

6. Observe Due Process. Due process defines the conditions for responsible use of discipline. Major requirements for due process include the following:i. A presumption of innocence until reasonable proof of an employee's role in the offence is presented.

Ii Discipline that is reasonable in relation to the offence involved.

7. Take the action in private. Supervisors should avoid causing embarrassment to any employees by punishing him or her in public, or in the presence of his/her colleagues. For example, disciplinary action resulting in loss of face tends to produce negative effects as the affected employee may develop hatred towards his supervisor.

8. Provide an avenue for appeal. To ensure absolute fairness, an employee should be given the right to appeal against the disciplinary action imposed on him. The power to decide on the appeal should not be vested on the person who imposes the action initially. Rather, a higher body or more senior person should make the decision.

9. Assume normal attitude towards employees after the disciplinary action has been taken. The supervisor should not continue to regard the employee with great suspicion after the disciplinary action has been taken. If the supervisor does so, the employee may oblige by providing further trouble.

EFFECTIVE ADMINISTRATION OF DISCIPLINARY ACTION Locate the responsibility for the administration of disciplinary action

Clarify the expected behaviours

Enforce rules fairly and consistently

Take the action immediately

Apply the discipline progressively

Observe due process

Take the action in private

Provide an avenue for appeals

Assume normal attitude after the action

OTHER CONSIDERATIONS IN TAKING DISCIPLINARY ACTION1. Know the facts about the wrong-doing thoroughly by maintaining proper records concerning the nature of the events, the participants, and the surrounding circumstances.

2. Disciplinary action should be applied by the immediate supervisor.

3. An immediate supervisor should not be disciplined in the presence of his own subordinates.

4. Ensure that rules and standards are reasonable, understandable, applicable, consistent, necessary, and communicated.

CHAPTER 3

RESEARCH METHODOLOGYThe report is the result of a survey which was undertaken in Lucknow city. The objective of the project has been fulfilled by getting response from the Employee's associated to these segments through a personal interview in the form of a questionnaire. The responses available through the questionnaire are used to evaluate the brand loyalty for the products of Hindustan Aeronautics Limited and the willingness of the Employee's to purchase its products on future.

The project also covers an analysis of the Employees satisfaction level with the organization.

THE RESEARCH PROBLEMThe problem formulation is the first step to a successful research process. The project undertakes the problem of analyzing the Employee's satisfaction level of the Hindustan Aeronautics Limited to find the job satisfaction of the working environment in the organization.

THE RESEARCH DESIGNThe research design used in the project is exploratory design. The investigation is carried upon the Employee's in Hindustan Aeronautics Limited in Lucknow Division. The reason for choosing this design is to get responses from the Employee's so that their perception about the Organization.

THE DATA SOURCEThe data has been taken from two sources Primary data sourceThe primary data source has been collected through questionnaire by personally interviewing each respondent on a number of queries structured in a questionnaire.

Secondary data source

Secondary data was collected from following sources

Prior research reports

Websites

Books

Newspaper

Personal consultationTHE AREA OF WORKThe field work is conducted in the HAL Lucknow Division in various

Departments situated in different location all over the premises.

THE ANALYTICAL TOOLS USEDThe analytical tools used are mostly graphical in nature which include

Pie charts

Cylindrical charts

Column charts

Tables showing percentage THE SAMPLE SIZEThe sample size consists of 70 Respondent out of 450 which the most logical and non biased response are selected thus the sample size is taken out to be 70 respondent.

CHAPTER 4DATA ANALYSISANALYSIS

1. How many you satisfied to find your organization's policies & procedures?

Satisfied 73

Unsatisfied 27

2, Interpersonal relationships?Satisfied 87

Unsatisfied 13

3. Communication and information flow in your organization:-Satisfied 91

Unsatisfied 9

4. Feeling about the manner in which your efforts are valued:-

Satisfied 86

Unsatisfied 14

5:- The Satisfaction Of job itself?

Satisfied 97

Unsatisfied 3

6:- Do you feel motivated towards your job ?

Yes73

NO27

7:- Do you foresee any career advancement or growth in your job?Yes67

NO33

8:- The nature of supervision:-

Satisfied 92

Unsatisfied 8

9:- What is the level of clarity of the instructions given To you?

Satisfied 78

Unsatisfied 22

11:- what is your view regarding your salarys structure In proportion to the work assigned to you?

Satisfied 99

Unsatisfied 1

12:- Do you think your skills are utilized to the maximum?

Yes71

NO29

13:- To what extent is your good performance & result Are appreciated?

Satisfied 92

Unsatisfied 8

14:- The organizational climate ?

Satisfied 85

Unsatisfied 15

ANALYSIS THROUGH STATISTICAL DATA

1. Are you satisfied with the working condition of HAL?

CATEGORYTOTAL NUMBER OF EMPLOYES%OF EMPLOYEES

YES4488%

NO612%

TOTAL50100%

2-. Are you satisfied wih the working of Trade unions in HAL?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES3162%

NO1938%

TOTAL50100%

3-. Are you satisfied with the workers participation in management(WPM) in HAL?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES4284%

NO816%

TOTAL50100

4. upto what extent you are satiffied with the wage and salary

structure in HAL?CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

BELOW50%918%

50-75%2142%

75-100%432%

100%5085%

5Is their any ambiguity on your job profile?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES1224%

NO3876%

TOTAL50100%

7- what are the factors that increases the motivational level in HAL?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

ACHEIVEMENT1020%

RESPONSIBILITY918%

WORK ITSELF422%

RECOGNITION2040%

8..Are you satisfied with welfare facilities provided by HAL?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES4590%

NO510%

TOTAL50100%

\

9-As per your view what increases the motivational level of employees with the job?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

INCREASE IN SALARY510%

INCREASE IN INCENTIVE714%

FRINGE BENIFITS1326%

ALL OF THE ABOVE2650%

TOTAL50100%

10:Are you satisfied with the grievance handling procedure in your organization?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES3570%

NO1530%

TOTAL50100%

11. Are you satisfied with the training and development programmes in CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

YES3060%

NO2040%

TOTAL50100%

12: What percentage of knowledge would you get after attaining with the training and development programmes in HAL?CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

BELOW50%1326%

50%-75%2142%

75%-100%1428%

100%24%

TOTAL50100%

13: Are job rotation increases your efficiency?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

yes4080%

no1020%

Total50100%

14. Are you satisfied with the seminar like morale building, team work , positive attitude organized by HAL?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

yes4074%

No1026%

Total50100%

15. What percentage of knowledge would you get after attaining seminar?

CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

BELOW50%1224%

50%-75%1020%

75%-100%2548%

100%48%

TOTAL50100%

16: Are you satisfied with the policies of HAL?CATEGORYTOTAL NUMBER OF EMPLOYEES%OF EMPLOYEES

yes3366%

No1734%

Total50100%

FINDINGS It is evident from the interpretation of the data that there are 87% of Employees of organization who are highly satisfied with their job. Employees of organization almost satisfied with their working atmosphere is 90% .Employees of organization are satisfied as 71% of skills utilization More over there are 88 and 85% of Employees who have an overall neutral attitude towards their in Organization.

The Percentage of dissatisfy Employees of Employees is very low percentage which is much lower than 10% to 20% of their organization. Only 7% Employees were found to be switch over their jobs. Employees where as 8% Employees were highly dissatisfied with their jobs.Recommendation were made to the concerned authorities of the organization.

LIMITATIONIt is not possible to remove the limitation of any investigators. So this project also has certain limitation that is:

1) Information was gathered through the rating of the subject, thus biasness is possible.

2) As the sample size was small it is possible that it may not represent the precise picture.

3) Employees of the organization may hide the fact.

4) The management did not agree to disclose all the confidential data.

5) Number of respondents is very less, so clear conclusion cant be drawn.

RECOMMENDATIONS

The following recommendations on the basis of the data collected can be made the concerned authorities of organization:

1. It was found that the only few Employees were particularly dissatisfied with the level of salary. In consonance with the Maslows hierarchy of needs theory the monetary remunerations is required for full filling the first two lower level needs, which is not up to the mark and fails to satisfy the Employees. Now unless the lower level needs will be full fill there are remote chances that the Employees can full fill or even sense the need for existence of any high level needs.

2. In accordance with the Herzberg dual structure model of grievance handling procedure the motivators such as salary, supervision, organization policies and administration, technical supervision, working condition should be improved to increase the among the Employees. And factors like advancement that is the hygiene factors.

3. Suggested by Herzberg is also an important determinant in job satisfaction and should be improved so that the Employees are not dissatisfied with their jobs.

4. All the group of organizations have become more satisfied at work the past decade.

5. The organization were neutral to wards a large number determinants of job satisfaction including the job it self, the degree of motivation and the like. On the 6. other hand there was high degree of motivation in the Employees of organization. Therefore proper attention should be given to motivate the Employees of organization towards their problems.

The following recommendations are made to the Employees that they can increase their job satisfaction:-

1. They should first decide, depending upon their abilities, which job they want to do and should only take careers, which is interesting to them

2. The job should be chosen according to the aptitude to the Employees. This will lead to greater level of learning, achievement and ultimately motivation in the Employees problems.

3. The Employees should make sure that they do not let their personal tension affect their work. They should keep their personal relationships harmonious.

SUGGESTION

The suggestions given for the betterment are explained below:

Provide the opportunity to the employees to express their views.

Mission and goals should be cleared to employees.

Workers representatives in managerial activities should be involved to win the confidence of the employees.

Mental relaxation & social cultural development of employees, who strive hard for the organization.

Reward or Praise individuals and motivate them for work.

Role should be defined so based on that individuals could plan their work accordingly.

Regular reviewand compare current & past performance to detect gradual deterioration in the strategy.

CONCLUSIONAll managers in an organisation must learn to handle complaints and grievances of their employees with tact. A complaint which is seemingly trivial in nature may turn out to be a serious grievance if managers do not deal with it wisely.

One of the challenges managers must face in an organisation is to maintain discipline among their employees. Rules are often used to specify the behaviours expected of them and any violation to these rules may subject the rule breaker to some form of punishment or disciplinary actions. The action taken against an employee serves as a lesson to him and as a warning to others. Although an employer has the right to take disciplinary actions against errant employees, he can only do so by following certain procedures.

QUESTIONNAIREDear respondent:-

Given here are some question based on various aspects of Grievance. You have to rate them according to what you feel.

Name:

Age:

Designation:

Name of Organization:

Q.:- 1 How do you find your organization's policies & procedures?

Satisfied o

Unsatisfied o

Q: - 2 Are you satisfied with the Interpersonal relationships of the organizations?

Satisfied o

Unsatisfied o

Q: - 3 Are you satisfied with the communication and information flow in your organization :-

Satisfied o

Unsatisfied o

Q: - 4 What do you feel about your efforts in organization are they valued or not :-

Yes o No o

Q 5:- is the job gives satisfaction in itself?

Yes o

No o

Q 6:- Do you feel motivated towards your job?

Yes -------- No--------

Q 7:- Do you foresee any career advancement or growth in your job?

Yes-------------- No----------

Q 8:- The nature of supervision:-

High satisfaction

Low satisfaction

Q 9:- What is the level of clarity of the instructions given to you?

High

Low

Q 11:- What is your view regarding your salarys structure

In proportion to the work assigned to you, or you satisfied

or not?

Satisfied o Unsatisfied o

Q 12:- Do you think your skills are utilized to the maximum in your organization?

Yes-------------- No----------

Q 13:- To what extent is your good performance & result are appreciated?

High satisfaction

Low satisfaction

Q 14:- The organizational climate ?

Good

Satisfactory

Unsatisfactory

Thank you, for your time and input.

BIBLIOGRAPHYDuring the preparation of project I took the help of various sources which are as follows:

Books Budgetary control and standard costing

BY: J.A. Scott

Journals:

Accounting manual

Budget manual

Company monthly journals

Internet:

www.hal-india.com

www. Wikipedia.com

THANK YOU

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