Effect of Grievance Redressal Procedure On Employee Relations

AEIJST - June 2016 - Vol 4 - Issue 6 ISSN - 2348 - 6732
Effect of Grievance Redressal Procedure on Employee Relations

*Dr. K.Nageswara Rao
**K.Bhanu Prakash
***K.Rajeswari
*Professor, Department of M.B.A, Narayana Engineering College, Nellore, Nellore Dt A.P
**Branch Manager, Big Bazar, Future Group, Visakhapatnam
***Asst. Professor, Department of ECE, Narayana Engineering College, Gudur, Nellore Dt A.P
Introduction
Retailing includes all the activities involved in selling goods or services directly to final
consumers for personal, non-business use. A retailer or retail store is any business enterprise
whose sales volume comes primarily from retailing. Any organization selling to the finalwhether it is manufacturer, wholesaler, or retailer- is doing retailing. It does not matter how
the goods or services are sold (by person, mail, telephone, vending machine, or internet) or
where they are sold (in the store, on the street, or in consumer's home).Retailing is a trading
activity directly activity directly related to the sale of goods of services to the ultimate
consumer for personal, non-business use. Big retail chains are founded with the objective of
providing comprehensive range of product and services to consumers at low prices. Compared
to other centers, hyper markets do offer around the year products and services at low price
and they are also known, for this reason, as discount chain. In addition of the general trait of
low price, hyper markets also observe discount polices, which, in turn, result in making them
the most popular centers among consumers.
Indian retail industry has the potential to grow to Rs 35,000 crores in three years. Defining a
new consumer culture, retailing beats everything else hollow. Though still at a nascent stage,
the rate at which retail outlets are mushrooming could give an amoeba a complex. From
supermarkets and hypermarkets to department stores and convenience stores and one-stop
shops, a retailing wave is currently on in the country. And from food to music and apparel to
tea and coffee bars, companies of all hues are indulging in retail speak.Organized retailing has
grown three-fold from Rs 5,000 crore in 2000 to Rs 15,000 crore today, with a potential to
expand to Rs 35,000 crore in 2005.
The main players are, Future group- Big Bazaar, Food bazaar, Pantaloons etc.Shoppers Stop,
Reliance retail- Marks & Spencer, RPG group- Spencer,Bharti-Walmart , Tata Tesco- Star
bazaar
Pantaloon Retail (India) Limited (PRIL) was incorporated on October 12, 1987 as Man's Wear
Private Limited under the stewardship of Mr. Kishore Biyani. The Company was converted into
a public limited company on September 20, 1991 and on September 25, 1992 the name was
changed to Pantaloon Fashions (India) Limited and the same time it went public and today it
has approximately 14,000 shareholders. It later changed its name to Pantaloon Retail (India)
Limited on 7th July 1999. The worldwide country chain, Big Bazaar, is formed by CEO of
Future Group, Mr. Kishore Biyani. The group do not promises more than what it delivers.
Their basic attraction associated with reasonable prices is their Unique Selling Price.
Though, the products Big Bazaar stores stocks might not be advanced, but the customers are
assured to avail the worth of the money spent by them. In 2001, the group opened its first
store on the VIP Road, Calcutta, which was the primary departmental store offering regulated
services of parking, steel vessels, apparel, electronics etc under the one roof at the competitive
prices. Big Bazaar has become a massive hit with lower middle-class and middle class people
as a major client base.
Big Bazaar is a chain of shopping malls in India which provides a pleasant shopping
experience to the customers and has currently 120 outlets, owned by the Pantaloon Group. It
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works on same economy model as Wal-Mart and has had considerable success in many Indian
cities and small towns. The idea was pioneered by entrepreneur Kishore Biyani, the head of
Pantaloon Retail India Ltd.
Grievance
A grievance is often just a symptom of an underlying problem. For example an employees
concern for his or her security may prompt a grievance over a transfer, work assignment, or
promotion. Sometimes bad relationships between supervisors and subordinates are to blamethis is often the cause of grievances over fair treatment.
Grievance Procedure
This specifies the various steps in the procedure, time limits associated with each step, and
specific rules such as all charges of contract violation must be reduced to writing. Virtually
every labor agreement signed today contains a grievance procedure.
Union grievance procedures differ from one firm to another. Some contain simple two step
procedure. Here the grievant, union representative and company representative first meet to
discuss the grievance. If a satisfactory solution is not found, the grievance is brought before
and independent third person arbitrator, who hears the case, writes it up, and makes a
decision.
The other grievance procedure may contain six or more steps. The first step is for the grievant
and shop steward to meet informally with the grievant supervisor to try to find a solution. If
one is not found, a formal grievance is filed and a meeting scheduled among the employee,
shop steward, and the supervisors boss. The next steps involve the grievant and union
representatives meeting with higher level managers. Finally, if top management and the
union cannot reach agreement, the grievance may go to arbitration.
Scope of the study
The scope of the study is restricted only to Hebbal Big Bazaar outlet, and is geographically
restricted to Bangalore. This study helps to know about the Effect of Grievance Redressal
Procedure on employee relation. It also gives the inside picture of the various factors that
influence the grievances within and amongst employees of Big Bazaar. This project concluded
by giving the suggestion to still improve the employees' relation in Big Bazaar.
Research methodology
Research design
Descriptive research design has been used for the study
Sampling procedure
The sampling procedure adopted for the study is convenience sampling.
Sample size
The sample size selected for the purpose of the study was 40 employees.
Survey details
This study has been conducted during the period between 02-01-2016 and 09-03-2016.
Data collection
Data is the base for any research. The sources of data are broadly classified into two
categories, namely:
Primary data
It is the data which is collected for the first time relevant area and they are original in
character. Here, primary data was collected with the help of a detailed structured
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questionnaire which contains 24 questions including 16 questions with two options 'yes or
no', 2 questions with four and options and 6 open ended questions which was framed to
identify the grievances of the employees and their opinion about the grievance handling
technique.
Secondary data
Normally, Secondary data will support the primary data for analysis and interpretation, which
is collected and processed by someone else. When it is copied and used by the researcher for
their research, it will become secondary data.
Here, the sources of secondary data are the company manuals such as HR manuals,
Performance Appraisal Manual, IR Manual and records such as attendance record, websites
like www.bigbazaar.com.
Data analysis
Tabulation and analysis
Using the data, a master table was prepared and analyzed using Microsoft Excel
software of Microsoft Office to analyze the data. Percentage analysis has been used to analyze
the data.
Limitation of the study
1. The study was conducted only with the 40 employees. So it is not possible to take as
universe.
2. Some of the respondents were hesitated to give accurate details.
3. These sampling techniques were convenient sampling and inherent limitations of this
method are applicable to the study.
4. Questionnaire method was used for data collection. The limitation of questionnaire method
is applicable to this study.
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Analysis and Interpretation
S.No
No of the
Percentage
respondents
1.
Age Level
2.
Experience
3.
4.
5.
Relationship
between
respondents
managers
and
Awareness
of
grievance handling
procedure
Common
between
employees
crisis
the
6.
Reason for
between
employees
7.
8.
9.
crisis
the
Employees are bold

enough to tell the
problem
to
the
superior
Employees options
in
management
decisions
Conflict
between
the temporary and
20-25
13
32.5
25-35
22.5
Above 35
18
45
Total
40
100%
Below 6 months
11
27.5
6 months to 1
years
14
35
1-3 years
22.5
Above 3 years
15
Total
40
100%
Yes
35
87.5
No
12.5
Total
40
100%
Yes
23
57.5
No
17
42.5
Total
40
100%
Yes
14
35
No
26
65
Total
40
100%
Organization
culture
14
35
Co-Worker
22.5
Low Salary
12
30
Others
12.5
Total
40
100%
Yes
28
70
No
12
30
Total
40
100%
Yes
31
77.5
No
22.5
40
100%
15
34
85
Total
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Yes
No

permanent
employees
10.
Problem
reoccurred
11.
Employees
due
to
grievance
is
fired
the
12.
Employees left due
to grievance
13.
Problem
with
solution
end up
complete
14.
Total
40
100%
Once
13
32.5
Twice
22.5
Three times
11
27.5
More than three

times
17.5
Total
40
100%
Yes
10
25
No
30
75
Total
40
100%
Yes
20
No
32
80
Total
40
100%
Once
22.5
Twice
17.5
Three times
11
27.5
More than three

times
13
32.5
Total
40
100%
1 day
11
27.5
Within 3 days
11
27.5
22.5
22.5
Total
40
100%
Yes
29
72.5
No
11
27.5
Total
40
100%
Yes
27
67.5
No
13
32.5
Total
40
100%
Yes
27
67.5
No
13
32.5
Total
40
100%
Yes
32
80%
No
20%
Duration
for
Within a week
solving the problem
Within a month
15.
Reaching level
incentives
16.
17.
18.
of
Implementation of
grievance handling
technique
Wages paid in the
grievance handling
procedure
Counselling
provided
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19.
Reduction
problem
20.
in
the
Techniques
adopted by the
management
to
reduce grievance
21.
Relationship
between
managers
respondents
Total
40
100%
Yes
33
82.5
No
17.5
Total
40
100%
Yes
26
65
No
14
35
Total
40
100%
Grievance cell
Informal
relationship
12.5
7.5
22
55
20
40
100
Suggestion box
the
and Satisfying pay
Good grievance
redressal
procedure
Total
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From the above table it is clear that 45% of the sample respondents belong to the age group of
above 35 years 22.5% belong to the age group of 25-35 years and 32.5% of them are belong to
the age group of 20-25 years. So the target age group is above 35 years. Most of the employees
belong to the age above 35. In case of experience 15% of the sample respondents possess work
experienced above 3 years and above. 22.5% of the sample respondents are experienced 1-3
years. 35% of the sample respondents possess work experience between 6 months to 1 year.
27.5 % of the sample respondents are experienced below 6 months. Majority of the
respondents have experience between 6 to 12 months. In case of relationship between
respondents and managers 87.5% of the respondents said that the relationship with managers
is good. 12.5% of the respondents said that the relationship is not good. Still here is scope of
improving the relationship between employees and managers. In case of awareness of the
respondents about the grievance handling technique in their organization, 57.5% of the
respondents are aware about the grievance handling technique in their organization whereas
42.5% of the respondents are unaware about the grievance handling technique.
Still some employees are not aware about the grievance handling techniques. The
management should educate its employees about this. In case of common crisis between the
employees, 65% of the sample respondents said that there is no crisis. 35% of the sample
respondents said that there is a common crisis. The management should take steps to remove
the crisis between the employees. In case of reason for common crisis between the employees,
35% of respondents think that there is a problem in organization culture. 22.5% of the
respondents feel that there is a problem with their co- workers. 30% of the respondents feel
that there is a problem with salary and 12.5% of the respondents said that there is some other
problem. The most common cause is organizational culture. The other causes include Bonus,
behavior of superiors. In case of employees are bold enough to tell the problem to the superior,
70 % of the respondents are bold to tell their problems but 30% of the respondents are not
bold enough to tell their problems to the superiors. The management should do something to
overcome this problem. In case of employees options, 77.5% of the respondents said that the
management is asking opinion while taking a decision and 22.5% of the sample respondents
said that the management is not asking their opinion while taking a decision. The
management should call for more participation in decision making. I n case of conflict between
the permanent and temporary workers, 85% of the sample respondents said that there is no
conflict between the permanent a Temporary workers, 15% of the respondents said that there
is conflict between the permanent and temporary workers. The management should keep an
eye on the relationship of permanent and temporary employees. In case of whether same
problem is re occurred 32.5% of the respondents said that only once the same problem has reoccurred. 22.5% of the respondents said that two times the same problem is re-occurred.
27.5% of the respondents said that three times the problem is re-occurred. 17.5% of the
respondents said that more than three the problem is re-occurred. The management should
take strict actions so that the same problem will not occur again and again. In case of
employees are fired due to grievance, 25% of the sample respondents said that the employees
have been fired. 75% of the respondents said that no employees are being fired. In case of
employees left due to grievance, 20% of the respondents said that employees have been sent
out at the organization due to conflict 80% of the respondents said the no employees are sent
due to conflict. In case of problem end up with complete solution , 22.5% of the respondents
said that once the problem ended up with complete solution, 17.5% of the respondents said
that two times the problem ended up with complete solution 27.5% of the respondents said
that three times the problem ended up with complete solution. 32.5% of the respondents said
that more than three times the problem ended up with complete solution. In case of duration
for solving the problem, 27.5% of the sample respondents said that within 1 day the problem
is being solved, 27.5% of the respondents said that within 3 days the problem is being solved.
22.5% of the respondents said that within a week the problem is being solved 22.5% of the
respondents said that within a month the problem will be solved. The management should
reduce the time to solve the problem. In case of reaching level of incentives 72.5% of the
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sample respondents said that the incentives reaches to all employees and 27.5% of the
respondents said that the incentives provided is not reaching properly. In case of
implementation of grievance handling technique, 67.5% of the respondents said that there is
appositive change after and grievance handling technique is implemented and 32.5% of the
respondents said that there is no change in the organization after the grievances handling
technique is implemented.
In case of wages paid in the grievance period, 67.5% of the respondents said that they get the
wages correctly in the grievances period and 32.5% of the respondent said that the salary is
not paid correctly in the grievance period. In case of counseling provided, 80% of the
respondents said that counseling is being provided and 22.5% of the respondents said that no
counseling is being provided to the employees. In case of reduction in the problem, 82.5% of
the respondents said that there is reduction in the problem than in the past. 17.5% of the
respondents said that there is no reduction in the problem than in the past. In case of positive
change after the problem is solved, 65% of the respondents said there are positive changes
after the problem being solved. 35% of the said that there are no positive changes even after
the problem is being solved. In case of techniques adopted by the management to reduce
grievance, 55% of the respondents said that grievance can reduced by providing the
satisfactory pay to the employees, 20% of the respondents said that grievance can be reduced
by applying good grievance redressal procedure, 12.5% of the respondents said that informal
relationship between the employees and superiors can be used as a measure of reducing the
grievance level, 7.5% of the respondents said that suggestion box can be used whereas only
5% of the respondents said that there should be grievance cell in the company
Conclusion
Based on the above discussion it is concluded that, the awareness level of the technique is
very low among all the employees. The employees are satisfied with the present grievance
handling technique. Grievance has been handled in a proper manner though some of the
employees are not aware of the technique. From the analysis it is clear that the problem have
reduced due to the technique. It is also found that the grievance handling technique is
effective in the organization. The employees are satisfied after the grievance handling
technique is implemented. Majority of the respondents have said that there is a reduction in
the past. Main cause for grievance in the organization is in the organizational culture. The
other reason for the grievance is that many employees are not bold enough to tell their
problems to their superiors. Another reason for grievance is the wages is not paid correctly in
the grievance period the counseling provided by the management did not reach to all the
employees this may also be a grievance to the organization. The percentage of the incentives
provided by the management is also very low. The duration for finding the solution by the
management is high. The study has been undertaken with an objective of finding the
grievances of the employees and the awareness about the grievance handling techniques in
Big Bazaar, Hebbal, and Bangalore Based on their requirements suggestions are offered for
implementation. If the suggestions are implemented the aim of the study will be fulfilled
Recommendations
Since the major grievance is superior subordinate relationship the organization management
may carry out a survey so as to understand the reason for the friction
The present communication level has to be maintained
Management may introduce the suggestions box system so as to receive in any suggestion or
of the employees. It will improve the feedback system of the organization.
Superior and the subordinate relation should be improved and monitored by the management
as best as possible.
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The boldness towards the superior is a major cause for grievance it can be put into
consideration by the management.
Maintain the level of efficiency of the present technique of the grievance handling technique
and some improvement such as try to solve the grievance by discussion between the superior
and the subordinate can be done.
Since the awareness level of the technique is low, steps may be taken to increase the
awareness.
The employees have fear in their mind which restricts them from expressing their grievance to
the superior can also be considered.
An orientation program can be conducted, so the employees may be able to understand about
the present position of the company.
The company should find out the remedies of the problems which occur often.
The company should try to give the wages in the stipulated time even in the grievance period,
so the misconceptions can be removed from the employees mind.
References
Books
Industrial relations and labor laws, 5th edition,S.C. Srivastava, Vikas Publications
Human Resource Management, Text & Cases, VSP Rao, Excel Books, 2005
Human Resource Management, Text & Cases Ashwatappa, 5th edition,THM
Human resource Management- Subbha Rao
Websites
www.bigbazaar.com
www.wikipedia.com
www.quicker.com
Companys standard operating procedure and manuals
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AEIJST - June 2016 - Vol 4 - Issue 6 ISSN - 2348 - 6732