A Seminar Report

On
GRIEVANCE HANDLING
(A CASE STUDY OF TATA STEEL INDUSTRY)

SUBMITTED IN PARTIAL FULFILLMENT TO

THE IIS UNIVERSITY
For the Degree of
MBA- Human Resource Management
(Department of HRM & IB)

SUPERVISED BY: - SUBMITTED BY:

Dr Purnima Sharma JUHI JAIN
MBA HR SEM (I)
Assistant professor ENROLL NO. 21843
(Department of HRM & IB)
Grievance handling
A case study of Tata steel industry
A grievance in the traditional sense of the world is typically defined as a
complaint against an employer by an employee for a contractual violation.
Simply put, this means that an employee has a problem with his/her employer
and feel the problem is legitimate based on the contract he/she has with the
employer.

CAUSES OF GRIEVANCES :-
The causes of employee grievance include:

Complaint about the incentive systems

Objections to the general methods of supervision
Promotions
Transfer for another department or another shift
Non-availability of material in time
Improper job assignment
Undesirable or unsatisfactory conditions of work
ON PRODUCTION: ON EMPLOYEES:
Low quality of production Increase in the rate of absenteeism
Low quality of production and and turnover
productivity Reduces the level of commitment,
Increase in the wastage of sincerity and punctuality
material, spoilage/leakage of Increase the incidence of accidents
machinery Reduces the level of employee
Increase in the cost of production morale.
per unit
ON MANAGERS:
Strains the superior-subordinate
relations
Increase the degree of supervision,
control and follow up
Increase in disciplinary action cases
Increase in unrest and, thereby,
machinery to maintain industrial
peace.
Research methodology is the way to systematically solve the
research problem. It may be understood as a science of studying
how research is done scientifically. In it we study the various steps
that are generally adopted by a researcher in studying his research
problem along with the logic behind them.
Topic
Grievance handling a key
factor for solving issues of
employee in organization
Effective grievance handling
procedure
Behavioral outcome of
grievance activity
Problem Creation and
Resolution in Unionized
Workplace
Managerial reaction to
Employee Dissent
The Influence of Heads of
Department Personalities on
the Selection of Grievance
Handling Styles
Measuring Workers Satisfaction
with Grievance Handling
Procedure: Study of a Power
Distribution major in India.
Name of author
Loganathan r.,praveen
Sonia hunter ,brian h
Kleiner
David Lewin and Richard B.
Peterson
David Meyer
Brian .S. Klass and Angelo S.
Denisi
Zulkiflee Bin Daud and
Mohd. Faizal Mohd.Noor
Geetika Goel and Piyali
Ghosh
journal
Research gate
Management research news
Industrial relation: a journal
of economy and society
Research gate
Journal of management
International journal of
humanities and social
science
Asian journal of social
science
finding
The impact of work performance
and productivity attracted
attention toward motivation in
the work environment can be
enhanced by solving grievance
properly.
Anyone having affiliation with
an organization can file a
grievance on behalf or against
the organization
the absence of significant
differencesbetweentwoemployee
group on any of these measures
before or during grievance filing
and settlement
The existence and applicability of
rights usually leads to the
grievance procedure being used
to resolve problems
grievance activity and
performance rating is due at least
in a part to bias triggered by
employees and winning
grievances against supervisors.
Grievance management is an
important topic in the area of
industrial relation.
grievance handling
Procedure is a medium for a
worker to file his Grievance
OBJECTIVES:-
To gain conceptual knowledge about grievance handling.

To study the grievance handling procedure at Tata steel industry

Limitations:-
This study is based on secondary data.

The scope of study is limited up to one Industry i.e. Tata Steel

Industry.
Tata Iron and Steel Company was founded by Jamshedji Tata and established
by Dorabji Tata on 26 August 1907, as part of his father Jamsetji's Tata Group

Established in 1907, Tata Steel founded and developed Indias first industrial
city, now Jamshedpur, where the company established one of Asias first
integrated steel plants.

The Jamshedpur works currently comprises a 9.7 MnTPA crude steel

production facility and a variety of finishing mills.

Tata Steel has a significant presence in allied and downstream areas through
its various Strategic Business Units, namely the Tubes Division, Wire Division,
Bearings Division, Ferro Alloys and Minerals Division, Industrial By-Products
Management Division, Agrico Division and Tata Growth Shop.
 Tata Steel Europe (erstwhile
Corus) has a crude steel
production capacity of 17.4
MnTPA. Tata Steel Europe has
manufacturing operations in
Western Europe, plants in UK,
Netherlands, Germany, France
and Belgium, backed by a
sophisticated global network of
sales offices and service centers
(EUROPEAN OPERATION).
Tata Steel started its operations Tata Steelium
in SEA in 2004 with investments
Tata Astrum
in NatSteel Singapore (Tata Steel
Singapore) and Millennium Steel Tata Structura
(Tata Steel Thailand). The total GalvanoTM
production capacity of South
Tata Precision Tubes
East Asian operations of Tata
Steel stands at 2.45 MnTPA, Tata Automotive Steels
with a well-defined downstream
services and solutions business.
(BRAND UNDER TATA STEEL )
(SOUTH EAST ASIAN OPERATION
 Strength:-Access to Raw Materials Weakness:-High debt Loads

Strong Brand value Operational Inefficiencies

Access to Corus talent pool Low demand for existing products

Risk Mitigation Less product innovations

Good Corporate governance High attrition rates

Tata steel
Opportunities
Threats:-
Growth of infra sector in India
International Competition
Higher pricing opportunities in Foreign
Regulatory requirements
markets
Rising prices of coal
Movement along value chain front
Since its inception, Tata Steel has always viewed its people as its greatest asset.
Measures taken by the Company became a part of modern India's laws and a
part of the Conventions of the International Labour Organisation. The Company
endeavours to be an 'Employer of Choice' by fostering an environment of
aspiration goal setting, continuous improvement, in addition to health and
safety, and corporate responsibility.

Joint Consultations: Grievance Handling Mechanism:

Established in 1956, the three-tiered
Joint Consultation System provides a
platform for issues related to
production, productivity, quality, safety,
welfare, training, (excluding issues of
collective bargaining and individual
grievances).
The Company has an informal, online
grievance resolution process called
'Samadhan', and a three-tier formal
grievance resolution mechanism.
Unresolved grievances are referred to the
Central Works Committee.
Stage one:-If an employee has a grievance, he should meet his shift-in-charge
or equivalent and talk it over with him. In cases of appeal against punishments
excluding suspension, discharge or dismissal, the employee should meet his
General Foreman or equivalent.

Stage two:-If the employee is not satisfied with the reply at stage one, he may obtain from
the General Foreman or the shift-in-charge or equivalent, as the case may be, a copy of
Grievance Form-II, enter therein the reasons for reconsideration of the case, and submit this
form to the head of his department within three working days of the receipt of the reply at
stage one and obtain an acknowledgement receipt thereof.

Stage three:-If the employee is still not satisfied with the reply, he may appeal
to the Chairman of the Zonal Works Committee concerned, on Grievance Form-III,
within seven working days of the receipt of the reply at stage two.
 Equal opportunity employer
Promoting a just and fair workplace
1

Providing a safe, hygienic and humane workplace

Skill development and creating world-class employees
2

Offering a harassment-free workplace to all

Promotion of the women empowerment cell of Tata Steel.
3
 Additional 15 days leave for Additional house points that
those with children below five allow them to create a nurturing
years environment for their children.

..

Relaxation in eligibility clauses Promotion of the women

for sabbatical on maternity empowerment cell of Tata Steel.
grounds.
FINDINGS:-

Tata steel tries to take care of its employee by Realistic and generous
understanding and acceptance of their need and rights and enlightened the
social problem in industry.

Tata steel by providing adequate wages, good working condition, job security,
an effective machinery for redressed of grievances and suitable opportunities
for promotion and self-development through in company and external
programs.
SUGGESTIONS:-

The supervisors and the union representatives should be properly trained in

all aspects of grievance-handling beforehand, or else it will complicate the
problem.

The Personnel Department should keep track of the effectiveness and the
functioning of grievance handling procedure and make necessary changes to
improve it from time to time.

The work environment should be improved to satisfy the employee needs.

CONCLUSION:-

Valuing its people as a great asset, Tata Steel is committed to their

development, both in order to benefit the individual and to benefit the Company
through increased knowledge and skills. In order to leverage maximum
potential of human resource to achieve business objectives the company
recognizes that enrichment of people will help retain a motivated workforce in a
competitive environment.
Books :-
Gupta, C. B., (2009), Human resource management, Sultan Chand and Sons
Kothari, C. R., (2009), Research Methodology: Methods and Techniques, New
Delhi, RBSA Publications
Shuba, Rao, P., (2008), Management and Organizing Behavior, Himalaya
Publishing House
Ahuja, Ram, (2001), Research Methods, Jaipur, Rawat Publication
R Loganathan and S. Praveen kumar (2014):-Grievance handling a key factor
for solving issues of employees in an organization
(Research Gate)
Sonia Hunter and Brian H. Kleiner (2004):-Effective Grievance Handling
Procedure. (Management Research News).
David Lewin and Richard B. Peterson (2000):- Behavioral outcome of
Grievance Activity. (Industrial Relation A Journal of Economy and Society).
David Meyer:-Problem Creation and Resolution in Unionized Workplace. (
Research Gate)
Brian .S. Klass and Angelo S. Denisi.:-Managerial reaction to Employee
Dissent: The Impact of Grievance Activity on Performance Rating. (Journal of
Management).
Zulkiflee Bin Daud and Mohd. Faizal Mohd.Noor :-( 2011):-The Influence of
Heads of Department Personalities on the Selection of Grievance Handling
Styles. (International Journal of Humanities and Social Science).
Geetika Goel and Piyali Ghosh (2014):-Measuring Workers Satisfaction with
Grievance Handling Procedure: Study of a Power Distribution major in India.
(Asian journal of Management cases.)
Dr. S Gomathi (2014):-A Study on Grievance Management in Improving
Employee Performance in a Pvt. Enterprise.
www.hr.com
www.humanresource.about.com
www.Tatasteel.com