1 A Summer Training Report on Grievance Handling in Diesel Locomotives Works, Varanasi Submitted in the partial fulfillment Masters Of Business Administration in Human Resource Development Session 2010-2012 Submitted by, Submitted to, DILEEP KUMAR VARUN Dr. RASHI KESH MBA(HRD) 3 semester TRAINING CO-ORDINATOR
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1
A Summer Training Reporton
Grievance Handlingin
Diesel Locomotives Works, Varanasi
Submitted in the partial fulfillment
Masters Of Business Administration
inHuman Resource Development
Session 2010-2012
Submitted by, Submitted to,
DILEEP KUMAR VARUN Dr. RASHI KESH MBA(HRD) 3 semester TRAINING CO-ORDINATORVBSPU, JAUNPR (UP) VBSPU, JAUNPUR (UP)
Department of HRDVBS Purvanchal University
Jaunpur
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CONTENTS PAGE NO
CERTIFICATE: ORGANISATION
CERTIFICATE: DEPARMENT
DECLARTION
ACKNOWLEDGEMENT
PREFACE
1. INTRODUCTION
2. DLW AT A GLANCE
3. GRIEVANCE HANDLING:
A THEORETICAL FRAMEWORK
4. GRIEVANCE HANDLING IN DLW
5. SUMMERY, CONCLUSION &SUGGESTION
REFERENCE
BIBLIOGRAPHY
ANNEXURE
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To Whom It May Concern
This is certify that Sri/Km/Smt. ……DILEEP KUMAR
VARUN… students of …M.BA.-3rd SEMESTER……
in ……HUMAN RESOURCE DEVELOPMENT……………… branch
from …V. B. S. PURVANCHAL UNIVERSITY, JAUNPUR………
has completed short term vocational training from…30-05-2011……...
to …23-07-2011… at Diesel Locomotive Works, Varanasi (up) , During the
above period he/she received training in …GMP (PERSNNEL OFFICE)….
Areas/Shops.
Principal
Technical Training Centre
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To Whom It May Concern
This is to certify that Mr. /Ms DILEEP KUMAR VARUN, student of MBA in Human
Resource Development, 3 semester has done his Summer Training Project
Report under my supervision on the topic 'Grievance Handling & Personnel
Management in Diesel Locomotives Works Varanasi(UP) '. To the best of my
knowledge his Project Report is original piece of work.
I wish him good luck for his future endeavors.
DR. AVINASH SIR HEAD OF THE DEPARTMENT
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Declaration
I do hereby declare that, this Summer Training report titled as, “Grievance
Handling & Personnel Management in Diesel Locomotives Works Varanasi (UP.)
“, has been submitted in the partial fulfillment of the Masters of Business
Administration in Human Resource Development, Human Resource
Development Department, VBS Purvanchal University, Jaunpur (U.P.), is an
original piece of work.
DILEEP KUMAR VARUN MBA(HRD) 3th SEM.
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ACKNOWLEDGEMENT
Nothing in the world can be achieved in isolation. Every Individual needs
co-operation of others for the effective accomplishment of one’s objectives. I do
acknowledge that this report compilation is an outcome of support and co-
operation of many catch mates.
I acknowledge my sincere gratitude to my revered Shri Dr. AVINASH
Sir Head of the Department HRD Dep’t. VBS Purvanchal University his
passion of teaching has been an unfailing source of inspiration to me.
I take the opportunity of expressing my deep sense of gratitude and
indebtedness to my faculty and report guide Mr. J.P. Singh for his invaluable
guidance and suggestions for improving my project compilation. My special
thanks to Mr. JIYUT RAM (Chief Welfare Inspector) D.L.W. Varanasi for
allowing me to do my summer report in the reputed organization. Moreover his
thoughts and views have helped me in redefining my study to make it more
effective. I too express my hearties gratitude to my parents in all other catch
mates who directly or indirectly helped me.
Signature
(Dileep Kumar Varun)
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PREFACE
Needs are a function of the body, mind and soul, This is true of
individuals, groups, organizations, nations, and the globe. The physical means
are functions of the physique the emotional need that of the personality and the
spiritual needs that of the soul.
An entity tries to meet these needs and satisfy them. If it cannot it
searches for alternative methods of doing so. It loop-routes to satisfactions
cannot be devised; frustration begins to build to build up. The results are apathy,
d9isinterest & deionization at the natural level and backbiting brick walling,
disrupting at the dysfunctional level.
This particular research work “grievance/personnel Mgt at D.L.W. is an
the study was to expands is an kind of discontentment or dissatisfaction,
whether expressed or not, whether valid or not, arising out of anything
connected with the organization than an employee thinks believes or even feels
is unfair, unjust or inequitable.
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1. INTRODUCTION
1.1 IMPOTANCE OF GRIEVANCE IN ORGANISATION
Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations.
Precautions and Prescriptions
The management should take care of following aspects to develop a culture of trust and confidence upon the employees.
1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant.
2. Always ensure that managers have adequate time to be devoted to the complainant.
3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure.
4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of.
5. Try to let employee present their issues without prejudging or commenting
6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system.
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7. Do remain calm, cool, collected during the course of the meeting.
8. Always focus on the subject of the grievance than allied issues.
9. Don't make threats manage the grievances.
10. Never make use of allegations against personalities.
11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance.
12. Don't become angry, belligerent, or hostile during grievance handling procedure.
13. Do listen for the main point of arguments and any possible avenue to resolve the grievance.
14. Listen and respond sensitively to any distress exhibited by the employees.
15. Eliminating the source of the irritation or discomfort being complained of.
16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible.
17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits.
18. Avoid usage of verbalisms like "it will be taken care of."
19. Ensure effective, sensitive and confidential communication between all involved.
20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised.
21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest.
22. All parties are heard and those who have had complaints made against others are given an opportunity to respond.
23. Try to look upon the problem on different angles for appropriate understanding.
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24. Ensuring that there is proper investigation of the facts and figures related the problem under concern.
25. Consider all relevant information in the investigation process.
26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome.
27. Be aware of the limits of authority of the person who involved in the grievance handling procedures.
28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible.
29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen.
30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate.
31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor.
32. Try the level best to involve team members to resolve the crisis at unit level itself.
33. Avoid as far as possible the union involvement in conflict resolution situation process.
34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complain.
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1.2 IMPORTANCE OF THIS STUDY
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.
1.3 Scope of Grievance Handling Unionization collective bargaining for public employees are now accepted parts of American lab our relations. Many states have statues authorizing organization and negotiations, and in a number of states without these statues, judicial decisions have approved collective bargaining between a public employer and a union of public employees. In the public sector, as in the private sector, disputes develop about the proper interpretation and application of collective bargaining agreement. A well established procedure for setting disputes in the private sector is grievance arbitration; arbitration provides a useful middle ground between the protracted process of court enforcement and the industrial strife that might result unless there is a means of enforcing colleting bargaining agreements. The use of arbitration as the final step in the grievance procedure of a public employment contract is a logical corollary of the private sector experience.
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1. 1.4 Research Methodology
Grievance & personnel can have (two) factions. One is an act of faith an
investment in people by which a caring organization ensures its tomorrow. The
other is a corporate new for a pool of adequately skilled manpower without
which the concern cannot operate; both the above functions are very significant
for an organization to keep pace with changing technology.
To improve performance increase productivity, to reduce wastage.
Accidents and lab our turnover. Looking at this significance and keeping in
mind that it is new emerging and growing area as for as Indian industry is
concerned. Grievance and personnel has been selected as the area of research.
“DLW is a very large Central Govt. Organization (Under in Indian Railways)
and is one of the major locomotive manufacturing companies of India. Since it
got ISO Quality certification, therefore, it follows strict measures for Grievance
& Personnel. DLW was easily accessible for researcher and it was formed that
no similar study has been done in the organization stated/Above are of the
reasons behind the selection of DLW for the study/summer training for the
students of management.
DLW is a very large organization where in different class’s standard of
people/staff/workmen and officers are employed. Having diversity in age
standard, qualification of the employee, it is bound to generate a miscellaneous
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kind of grievance which might be harmful for the organization and staff/officer
both.
Miscellaneous kind of grievance and miscellaneous kind of employee
with intention/guide line to overcome any dispute arising of is the subject of
research.
2. DLW AT A GLANCE
2.1 INTRODUCTION TO DLW
BACKGROUND: DLW is production unit under the minister of railways, this
was setup in collaboration with ALCO, USA 1961 and the 1st locomotive was
tolled out in 1964. This unit produces diesel electronic locomotives and DG sets
for Indian Railways and other customers in Indian an abroad.
Subsequently a contract for transfer of technology of 4000
S.No. Period No. of Export Locos Type of Loco Country
1 1964-70 01 YDM4(MG) Tanzania
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2 1970-75 01 YDM4(MG) Vietnam
3 1975-80 01 YDM4(MG) Bangladesh
4 1980-85 08
01
YDM2(BG)
YDM6(BG)
Sri Lanka
Sri Lanka
5 1985-90 05 WDM2(BG) Bangladesh
6 1990-95 05 WDM2(BG) Bangladesh
7 1995-00 02 WDM7(BG) Sri Lanka
8 2000-05 01 2300 HP Loco Malaysia
9 2005-07 04 YDM4 (MG) Vietnam
10 2007-10 03 WDM2(BG) Bangladesh
Pants Ports Trust / Steel Plants/etc and 35 locomotives for export to
Tanzania, Vietnam, Sir Lanka, Bangladesh and Malaysia. 36 YDM4
locomotives manufactured by DLW are also operating on lease in Malaysia
In order to upgrade the technology and keep pace with the latest, Indian
Railways entered into an arrangement with M/s General Motors USA for
Transfer of the art, AC-AC microprocessor control fuel efficient WDG4/WDP4
locomotives at DLW. These locos are now under manufacture at DLW. The
first indigenous WDG4 freight loco was manufactured in Mar 2002 and the first
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passenger version. WDP4 in March 2003, with 50% indigenous content
straightway 51 such locomotives has been manufactured so for and the
indigenous content increased to 70%.
DLW got its 1st ISO certification in 1997. Recently DLW has obtained
the “Integrated Quality and Environment Management System” Certification
based on ISO-9001 and ISO-14001 in Dec 2002. DLW is proud to be the
pioneer in this area amongst the government/public units in the country.
2.8 SAFETY
Industrial Safety: DLW has taken a lead in improving safety standards
in shops by complying the statutory provisions/obligations under the different
laws. Safety organization is looking a after Dy. CME/M&P as chief safety
officer. Four safety officers have been selected amongst the existing supervisors
of workshop as per the UP factory (Safety officer) Rules 1984, in DLW there is
an APEX level safety committee chaired by chief Mechanical Engineer
(Production) and five divisional safety committee which is chaired by
DYCME / DYHOD Staff Council Member and Staff representative are also
members of above committee.
STEPS TAKEN BY DLW REGARDING SAFETY ARE:
1. Health and safety policy of DLW has been prepared and sent in from of
Annual Return occupational health and safety previsions has been
followed as per directives of OHSAS 1800/-
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2. Fire fighting wing has burn established by RPF in DLW to tackle the fire
emergencies.
3. DLW a corporate member of National safety council and LPA (Loss
prevention Association) Periodicals and publication of their agency are
given publicity in DLW for promotion of safety of worked. Working
place and property in DLW.
4. DLW has been providing publication feature on all microprocessor
locomotives turned out in 2009-10 DLW is now providing prepublication
arrangement in 02nos.
HOW TO CONTROL
SAFETY EDUCATION TRAINING
AWARENESS/MOTIVATIVE
SAFETY ORGANIZATION
SAFETY COMMITTEE
SAFETY AUDIT
POSTER
SLOGAN
TEAM WORK
ATTITUDE/PSYCHOLOGY
USE OF PPE
PLANT SAFETY INSPECTION (CHECKLIST)
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ACCIDENT PREVENTION METHOD:
(i) ENGINEERING REVISION
(ii) PERSONAL ADJUSTMENT
(iii) INSTRUCTION, PERSUATION AND APPEAL
(iv) DISCIPLINE
INDUSTRIAL SAFETY
OBJECTIVE:
TO SHARE THE KNOWLEDGE
OF
INDUSTRIAL SAFETY
NEED:
RATE OF INDUSTRIALISATION
RATE OF ACCIDENT
PREVENT/CHECK
THE
RATE OF ACCIDENT
“WE WANT YOU SAFE”
ACCIDENT:
ACCIDENT IS AN UNDESIRED, UNINTENDED AND UNEXPECTED
EVENT WHICH MAY CUASE FOR LIKELY TO CAUSE AN INJUTY OR
LOSS OF PROPERTY.
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CAUSES OF ACCIDENT
POOR H/K
BAD M/H
FALLING OBJECT
FLYING PARTICLE (CHIPS)
POOR CONDITION OF M/C
NOT USING ELECTRICAL SAFETY DEVICE
FIRE
IMPROPER ILLUMINATION
NOT ADEQUATE VENTILATION
NOISE POLLUTION
RADIATION
OCCUPATIONAL DISEASE
INVESTIGATION
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MEASUREMENT OF SAFETY PEFORMANCE
F.R= NO. Of Reportable Accident
Men Hours worked
S.R.= Man Days Lost x106
Man Hours worked
ANALYSEDATA
MONITOR
COLLECTDATA
SELECTREMEDY
APPLYREMEDY
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INDUSTRIAL SAFETY
OBJECTIVE:
TO SHARE THE KNOWLEDGE
OF
INDUSTRIAL SAFETY
NEED:
RATE OF INDUSTRIALISTATION
RATE OF ACCIDENT
PREVENT/CHECK
THE
RATE OF ACCIDENT
“WE WANT YOU SAFE”
ACCIDENT:
ACCIDENT IS AN UNDESIRED UNINTENDED AND UNEXPECTED
EVENT WHICH MAY CUASE FOR LIKELY TO CAUSE AN INJUTY OR
LOSS OF PROPERTY.
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2.11 COMPUTERISATION AT DLW
1.0 BACKGROUD:
DLW was one of the pioneer Production units of Indian Railways to
come under the ambit of computerization, way backing 1964. Traditional batch
processing systems covering Payroll, inventory Control, and Production
Planning etc. were developed run on mainframes –IBM- 1401 from 1968 to
1986 and ICIM-6060 from 1986 to 1996. This Application served the
information requirements of DLW for a very long span. These systems were
using the classical batch processing technology. The scope was limited to
payroll generation production document printing and basic transaction
processing for me stores side. Further there was no direct user integration and
data was put into the systems in batch mode monthly much after the completion
of the actual activities. Thus the system was not online. It was required to be
replaced by an online system which could effectively cater to the information
requirement of the manager and decision makers.
Over time with the evolution of the real time information system data
capture directly from the user become an essential requirement of any
information system. Further there is a need for an integrated application system.
Further there is a need for a mite grated application to cover the complete gamut
of the business process so that the system may not only satisfy the needs of the
individual user but also cater to the multi functional requirements. This is
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essential, to improve the quality of data and also to enhance efficiency and
effectiveness of working of the individual users. At DLW the EDP started work
in this direction in 1996. The basic infrastructure for such a system is a
computer network which was first established. The mainframe computer system
were replaced by a RISC based HP-9000 computer April 1997 to function as a
robust Data base service on-line application under the railway board scheme for
production units EDP centre up gradation. Over time a number of Intel based
servers have been added to the server room for specific requirements. A Total of
about 200 computer nodes have been provided and installed at various user
locations connected to the EDP network. On the FOXPRO database plane form
a number of customized on-line applications have been developed and deployed
by the in house team of software developers. The DLW EDP centre has so
managed to shift almost all its traditional centralized Batch processing at EDP
Center to on-line working. It has also enhanced the system to have a more
extensive features list and cater to the needs of many users from almost all areas
of DLW.
TECHNOLOGY:
The application at DLW has been implemented as very low cost
solutions. In fact the entire applications at DLW are one a very low cost
platform. The online application are running on DOS based diskless nodes
connected to Novel Netware Server and applications have been developed in
FoxPro (including major part of E-mail/Messaging System). To enable the
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messaging a low end Linux Server has been used with free Web and E-mail
request. By use of the peril script, a system has also been developed to enable
access of information in FoxPro databases over Web and over Rail net.
HARDWARE:
After pleasing out the main frame systems the payroll was shifted to
MECOBOL on the HP UX system running on the HP 9000 servers. Considering
the criticality of the payroll application systems, tow HP 9000 D 210 RISC
processor servers are running it. These were provided to DLW in 1997 as part
of the railway boards EDP up gradation on project. These systems are also
running the SYBASE ROBMS Database. A project is under implementation at
DLW to replace this complete intra-structure and also change the payroll
application to a new database platform.
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3. GRIEVANCE HANDLING: A THEROTICAL FRAMEWORK
3.1 MEANING OF GRIEVANCE HANDLING: Purposes of the Grievance Procedure: The primary purposes of a grievance procedure are to: (1) channel conflict into an institutionalized mechanism for peaceful resolution; (2) facilitate communication between labor and management regarding problems that arise in a collective bargaining relationship; (3) enable employees to complain with dignity knowing that there is a system of appeals leading to an impartial decision-maker; and (4) enforce compliance with the terms and conditions negotiated by the parties.
Handling Employee Grievance: The following checklist is provided as guidance when an employee comes to you with a complaint: 3.2 CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS: PREREQUISITES: -Know the contract. -Make sure that meetings with employees to handle complaints are held in accordance with any contract provisions that regulate the time and/or location for such meetings. -Develop good listening and note taking skills. -Be prepared to spend the time to get the evidence and testimony to support your case and to refute management's case. -Treat all employees fairly and consistently. -Do not make judgments about the case to the employee or anyone else until you get the facts. -Keep good records of all transactions, oral and written, that occur from the time a complaint is brought to you until the case is resolved in the grievance procedure or in arbitration. -Know who, when and how to ask for help.
3.3 INTERVIEW: -Let the employee tell his/her story without interruption. Take notes. When the employee has finished, ask, "Is there anything else you would like to add?" -Review the employee's description of the case with him/her to make sure you have all the facts. Make sure you get the answers to the questions who, what, when, where, why and how. -Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask the employee to tell you what he/she thinks each witness
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knows about the case. Record this information. Try to clarify any uncertainties about what a witness is supposed to know. -Ask the employee to give you all of the evidence he/she has concerning the case. Make copies so that no information is lost. -Before the employee leaves, check one more time to make sure you have all the facts, names of witnesses and evidence.
3.4 REVIEW: -Refer to the grievance procedure in the contract to make sure the issue the employee has raised is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not a proper subject of a grievance, the best thing to do is to tell the employee and explain how this affects his/her case. -Check to make sure that the procedural requirements set forth in the grievance procedure have been complied with. Key considerations include: -Is the complaint timely? -Who should the employee and/or union representative meet with at the first step? -What information must be presented by both parties at the first step? -Review the contract provisions alleged to have been violated to make sure they fit the issue described by the employee and that no provisions have been left out. -Review the evidence. Go through all the documents the employee has given you. Make sure everything is dated and signed. Carefully check the content of each document to find out what it actually states, if this information pertains to the case and is timely. Check for inconsistencies in the documents and between the documents and the information the employee has given you. Make a list of all inconsistencies. Check to see if the documents contain the names of other potential witnesses that the employee did not mention and/or that might be called by management. Make a list of these persons and find out how to contact them. -Find out is there is any other evidence, e.g., rules and regulations, past grievances and arbitration decisions, past practice, documents in the employee's personnel file that he/she may not have, etc., that have a bearing on the case as viewed by both the union and the employer. Request documents from the employer as appropriate, in a timely fashion and in writing. -Match the evidence you have with the list of potential witnesses. Make a list of questions to ask each witness when you interview them. Be sure to include at the end of each list the questions, "Is there anything else you would like to add?" and "Do you know of any other witnesses?" -Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following things as you consider what witnesses state that they know about the case:
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-Does the witness have direct personal knowledge about what happened or is his/her knowledge based only on hearsay (i.e., second hand)? -Is the witness credible (i.e., able to give a reasonable explanation about the events, and an honest, accurate accounting even if this means revealing negative things about his/her record/conduct)? -Does the witness' statement confirm what the employee has said, or are their differences/inconsistencies? -Does the witness have any reason to be less than truthful in stating what he/she knows about the case? -If there is more than one witness who knows about a given event, note which ones would be best able to present clear testimony under the pressure of examination and cross-examination at an arbitration hearing. -Verify name, address, telephone, work shift and location.
3.5 ANALYSIS: After you have thoroughly reviewed all of these matters, you may find that a complaint is not givable/arbitral or that the case lacks merit. One way to proceed is to explain your findings to the employee and ask if there is any additional information he/she has that might have a bearing on the case. If not, you should be guided by local or international union policy and perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should be screened out to conserve a union's resources for other cases. This can be done by committee in consultation with an international representative or counsel. This determination should be made with care because unions have a legal duty to fairly represent all employees in the bargaining unit whether or not they are union members. -Can you account for any inconsistencies in the case and, if so, how? -Are there any mitigating circumstances that could explain the employee's behavior and thus lessen or remove any disciplinary action? -Does the evidence and testimony the union has demonstrate one or all of the following: -Disparate treatment; -Arbitrary and capricious action; and/or Discrimination?-Are there any past practices which pertain to the case and, if so, how? -Does the evidence and testimony the union has support the remedy requested or should some modification be made in that remedy? -Do you have hard evidence and testimony based upon direct personal knowledge to support your case or is your case largely based upon circumstantial evidence? -Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.? -Is the contract provision(s) you are relying upon modified by more specific
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language in the provision or elsewhere in the contract? -Where rules and regulations are concerned, have they been posted and given to employees, are they reasonable and have they been fairly, consistently and equitably enforced? -What has been the outcome of other similarly situated cases? Does this information help or hurt your case? How? Once you have reviewed and analyzed all these considerations with respect to the union case, prepare a summary of what you think the employer's response will be and determine if you have a sound rebuttal for each of the points the employer could raise.
3.5 FILING: Be sure to properly and timely complete the grievance form. This includes such items as: names; dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have been violated; and remedy requested. This is a checklist, not a magic wand. It highlights key points to consider in handling employee complaints. This task is time consuming and requires the application of a number of skills. There are no real short cuts. If you take them, an employer will usually find them at some stage in the grievance procedure or in arbitration. The result may be very damaging involving not only loss of a case that might have been won, but also expenditures of time, other resources and credibility that a union can ill afford. Handling Discipline and Discharge Cases: In all likelihood, most of the grievances you handle will involve discipline or discharge. Since management is the party that took the action, (i.e., is the moving party) the BURDEN OF PROOF is on the employer to show that it has just cause for such action. This means that, in arbitration, management must go first in showing what evidence and testimony it has to support the action taken. A union then responds with the evidence and testimony it has in defense of the grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted tests for just cause. These are: 1. If a rule is alleged to have been violated was that rule reasonable? 2. Was the grievant given adequate notice that the conduct complained about was improper? 3. Was the alleged offense sufficiently investigated? 4. Was the investigation fair? 5. Was the misconduct proved? 6. Did the employee receive equal treatment with all others who have committed a similar offense? If not, were there any mitigating circumstances? 7. Was the penalty appropriate for the offense committed? Refer back to the Checklist for Handling Complaints to remind yourself of the
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type of information you must collect to support a complaint in a discipline or discharge case. Remember to find out: who; what; when; where; why; and how. Collect all of the evidence and interview witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you an idea of the strength of support for the union's case. Remember, you must also consider what evidence and testimony management may be able to present and assess your case accordingly.
3.6 Contract Interpretation Cases: These cases involve disputes over the interpretation of contract language. Unlike discipline and discharge cases, the party that claims the contract language has been improperly interpreted has the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation case can be: evidence obtained from the bargaining history of the parties (what have they done in the past, for how long, and what was the intent at the bargaining table); and have any past practices developed that have changed the meaning of that contract language. The tests for a binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and established practice accepted by both parties. Mutual acceptance may be tacit, however, an implied mutual agreement determined by inference from the circumstances. It is very important in contract interpretation cases that you obtain witnesses who were actually at the bargaining table when the disputed language was agreed to, and/or have direct knowledge that the language has been rolled over in successive contracts without dispute for a period of years, or of past practices that have changed the meaning of the disputed language. In such cases, the kinds of proof that can be critical to support either party's case may include: Copies of past contracts; Notes from bargaining sessions; -Other documentation that will prove how the language has actually been Implemented (e.g., other arbitration awards); -Employees with long service that can testify about how a contract provision has been implemented; -Whether the disputed language is clear and unambiguous on its face; -is general language limited by more specific language in the same provision or elsewhere in the contract; -Are the disputed terms being interpreted in normal language or as they usually are in your business or is the interpretation strained; Will upholding your position or that of management produce a nonsensical or unworkable result?
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2. Study the grievance procedure and practice in your organisation and present a brief report.
COMPANY POLICYCOMPANY .................. aims to resolve problems and grievances promptly and as close to the source as possible with graduated steps for further discussions and resolution at higher levels of authority as necessary.
Statement of General Principles• Complaints must be fully described by the person with the grievance • The person(s) should be given the full details of the allegation(s) against them• The person(s) against whom the grievance/complaint is made should have the opportunity and be given a reasonable time to put their side of the story before resolution is attempted• Proceedings should be conducted honestly, fairly and without bias • Proceedings should not be unduly delayed.
3.7 PROCEDURESThe following is a four level process:
1. The Employee attempts to resolve the complaint as close to the source as possible. This level is quite informal and verbal
If the matter is not resolved
2. The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the grievance and states the remedy sought.Discussion should be held between employee and any other relevant party.This level will usually be informal, but either party may request written statements and agreements. This level should not exceed one week.
If the matter is not resolved
3. The Supervisor must refer the matter to the Manager (or Board of Directors if applicable). A grievance taken to this level must be in writing from the employee.
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The Supervisor will forward to the Manager any additional information thought relevantThe Manager will provide a written response to the EmployeeThe Manager also communicate with any other parties involved or deemed relevant.This level should not exceed one week following the next scheduled meeting.
If the matter is not resolved
4. The Employee will be advised of his/her rights to pursue the matter with external authorities if they so wish.
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4. GRIEVANCE HANDLING IN DLW
4.1 INTRODUCTION TO GRIEVANCESEvery employee has certain expectations which he thinks must be fulfilled by
the organization he working for: when the organization to do this, he develops a
feeling of discontents or dissatisfaction when an employee feels that something
is unfair in the organization, he is said to have a grievance According to Julius,
a grievance is “any discontent or dissatisfaction, whether expressed or not,
whether valid or not, arising out of anything connected with the company which
an employee thinks, believes or even feels to be unfair, unjust or inequitable.”
Features
If we analyze this definition, some noticeable features emerge clearly:
a. A grievance refers to any form of discontent or dissatisfaction with any
aspect of the organization.
b. The dissatisfaction must arise out of employment and not due to personal
or family problems.
c. The discontent can arise out of real or imaginary reasons. When the
employee feels the injustice has been done to him, he has a grievance.
The reasons for such a feeling may be valid or invalid, legitimate or
irrational, justifiable or ridiculous.
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d. The discontent may be voiced or unvoiced. But it must find expression in
some form. However, discontent peruses not a grievance. Initially, the
employee may complain orally or in writing. If this is not looked into
promptly, the employee feels a sense of lack of justice. Now the
discontent grows and takes the shape of a grievance.
Forms of Grievances
A grievance may take any one of the following forms: (a) factual, (b)
imaginary, (c) disguised.
a. Factual: A factual grievance arises when legitimate needs of employees
remain unfulfilled, e.g., wage hike has been agreed but not implemented citing
various reasons.
b. Imaginary: When an employee’s dissatisfaction is not because on any valid
reason but because of a wrong perception, wrong attitude or wrong information
he has. Such a situation may create an imaginary grievance. Though
management is not at fault in such instances, still it has to clear the ‘fog’
immediately.
c. Disguised: An employee may have dissatisfaction for reasons that are
unknown to him, if he she is under pressure from family, friends, relatives,
neighbors, he/she may reach the work spot with a heavy heart. If a new recruit
gets a new table and Elmira, this may become an eyesore to other employees
who have not been treated likewise previously.
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4.2 Causes
Grievances may occur for a number of reasons.
a. Economic: Wage fixation, overtime, bonus, wage revision, etc.
Employees may feel that are paid less when compared to others.
b. Work environment: poor physical conditions of workplace, tight
production norms, defective tools and equipment, poor quality of
materials, unfair rules, lack of recognition etc.
c. Supervision: Relates to the attitudes of the supervisor towards the
employee such as perceived notions of bias, favoritism, nepotism, caste
affiliations, etc.
d. Work group: Employee is unable to adjust with his colleagues; suffers
feelings of neglect, victimization and becomes an object of ridicule and
humiliation, etc.
e. Miscellaneous: These include issues relating to certain violation in
respect of promotions, safety methods, transfer, disciplinary rules, fines,
granting leave, medical facilities etc.
Effects
Grievances, if they are not identified and redressed, May adversely affect
workers, managers and the organization as a whole. The effects are:
i. On production include:
Low quality of production.
Low quantity of production and productivity.
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Increase in the wastage of material, spoilage/breakage of
machinery.
Increase in the cost of production per unit.
ii. One the employees:
Increases the rate of absenteeism and turnover.
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accidents.
Reduces the level of employee morale.
iii. On the managers:
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increases in indiscipline cases.
Increase in unrest and thereby machinery to maintain industrial
peace.
Need for a Grievance Procedure
Thus, grievances affect not only the employees and managers but also the
organization as a whole. In view of these adverse effects, the management has
to identify and redress the grievances in a prompt manner. If the individual
grievances are left ignored and unattended, there is a danger that these
grievances may result in collective disputes.
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They affect the employee morale adversely. Hence, it is essential to have
a proper grievance handling procedure for the smooth functioning of the
organization.
4.3 Advantages of having a Grievance Handling Procedure
The following are some of the distinct advantages of having a grievances
handling procedure:
a. The management can know the employee’s feelings and opinions
handling procedure.
b. With the existence of a grievance handling procedure, the employee gets
a chance to ventilate his feelings. He can let off steam through an official
channel. Certain problems of workers cannot be solved by first line
supervisors, for these supervisors lack the expertise the top management
has, by virtue of their professional knowledge and experience.
c. It keeps a check on the supervisor’s attitude and behavior towards their
subordinates. They are compelled to listen to subordinates patiently and
sympathetically.
d. The morale of the employees will be high with the existence of proper
grievance handling procedure Employees can get their grievances
redressed in a just manner.
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4.4 The Discovery of Grievances
Grievances can be uncovered in a number of ways. Gossip and grapevine
offer vital clues about employee grievances. Gripe boxes, open door policies
periodic interviews, exit survey could also be undertaken to uncover the
mystery surrounding grievances. These methods are discussed below:
a. Observation: A manager/supervisor can usually track the behaviors or
people working under him. If a particular employee is not getting along
with people, spoiling materials due to carelessness or recklessness,
showing indifference to commands, reporting late for work or is
remaining absent- the signals are fairly obvious. Since the supervisor is
close to the scene of action, he can always find out such unusual
behaviors and report promptly.
b. Grievance procedure: A systematic procedure is the best means to
highlight employee dissatisfaction on at various levels. Management, to
this end, must encourage employees to use it whenever they have
anything to say. In the absence of such a procedure, grievances pole up
and explode in violent forms at a future date. By that time things might
have taken an ugly shape altogether, impairing cordial relations between
labor and management. If management fails to induce employees to
express their grievances, union will take over and emerge as powerful
bargaining representatives.
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c. Gripe boxes: Gripe boxes may be kept at prominent location in the
factory for lodging antonymous complaints pertaining to any aspect
relating to work. Since the complainant need not reveal his identity, he
can express his feelings of injustice or discontent frankly and without any
fear of victimization.
d. Open door policy: This is a kind of walk-in-meeting with the manager
when the employee can express openly about any work-related grievance
the manager can cross-check the details of the complaint through various
means at his disposal.
e. Exit interview; Employees usually leave their current jobs due to
dissatisfaction or better prospects outside. If the manager tries sincerely
through an exit interview he might be able to find out the real reasons
why ‘X’ is leaving the organization. To elicit valuable information, the
manger must encourage the employee to give a correct picture so as to
rectify the mistakes promptly. If the employee is not providing fearless
answers, he may be given a questionnaire to fill up and post the same
after getting all his dues cleared from the organization where he is
currently employed.
f. Opinion surveys; survey s may be conducted periodically to elicit the
opinions of employees about the organization and its policies.
It is better to use as many channels as possible, if the intention is to uncover
the truth behind the curtain.
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4.5 Essential pre-requisites of a Grievance procedure
Every organization should have a systematic grievance procedure in order
to redress the grievances effectively. As explained above, unattended
grievance may culminate in the form of violent conflicts later on, the
grievance procedure, to be sound and effective should possess certain pre-
requisites:
a. Conformity with statutory provisions: Due consideration must be given
to the prevailing legislation while designing the grievance handling
procedure.
b. Unambiguity: Every aspect of the grievance handling proc endures
should be clear and unambiguous. All employees should know whom to
approach first when they have a grievance, whether the complaint should
be written or oral, the maximum time in which the redressed is assured
etc, the redressing official should also know the limits within which he
can take the required action.
c. Simplicity: The grievance handling procedure should be simple and
short. If the procedure is complicated it may discourage employees and
they may fail to make use of it in a proper banner.
d. Promptness: The grievance of the employee should be promptly handled
and necessary action must be taken immediately. This is good for both
the employee and management, because if the wrong doer is punished
late, it may affect the morale of other employees as well.
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e. Training: The supervisors and the union representatives should be
properly trained in all aspects of grievance handling beforehand and or
else it will complicate the problem.
f. Follow up: 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.
4.6 Steps in the Grievance procedure
a. Identify grievances: Employee dissatisfaction should the identified by
the management if they are not expressed. If they are ventilated,
management has to promptly acknowledge them.
b. Define correctly: The management has to define the problem properly
and accurately after it is identified/acknowledge.
c. Collect data: Complete information should be collected from all the
parties relating to the grievance. Information should be classified as facts,
data, opinions, etc.
d. Analyze and solve: The information should be analyzed, alternative
solutions to the problem should be developed and the best solution should
be selected.
e. Prompt redressed: The grievance should be redressed by implementing
the solution.
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f. Implement and follow up: Implementation of the solution must be
followed up at every stage in order to ensure effective and speedy
implementation.
4.7 Model Grievance procedure
The Modern Grievance procedure suggested by the National Commission on
Labor involves six successive time-bound steps each leading to the next, in case
of dissatisfaction. The aggrieved worker in the first instance will approach the
foreman and tell him of his grievance orally. The foreman has to redress his
grievance and if the worker is not satisfied with this redressed, he can approach
the supervisor. The supervisor has to provide an answer within 48 hours. In the
event of the supervisor not ginning an answer or the answer not being
acceptable to the worker, the worker goes to the next step. At this stage the
worker (either alone or accompanied by his departmental representative)
approaches the Head of the Department who has to give an answer within three
days. If the Departmental Head fails to give an answer or if the worker is not
satisfied with his answer, the worker may appeal to the Grievance committee,
consisting of the representatives of the employer and employees.. The
recommendations of this committee should be communicated to the manager
within seven days.
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DLW grievance procedure
Procedure Time Frame
Appeal against within a week 3 days
Manager 7 days
Grievance committee 3 days
HOD 48 hours
Supervisor 48 hours
Foreman 24 hours
Worker 7 days
From the date of the grievance reaching it Unanimous decisions, if any, of the
committee shall be implemented by the management. If there is no unanimity
the views of the members of the committee shall be placed before the manager
for his decision. The manager has to take a decision and inform the worker
within three days.
The worker can make an appeal against the manager’s decision and such
an appeal has to be decided within a week. A union official may accompany the
worker to the manger for discussion and if no decision is arrived at his stage,
both the union and management’s decision. The worker in actual practice may
not resort to all the above mentioned steps. For example, if the grievance is
because of his dismissal or discharge he can resort to the second step directly
and he can make an appeal against dismissal or discharge.
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Grievance Management in Indian industry
At present, there are three legislations dealing with grievances of
employees working in industries. The Industrial Employment (Standing Orders)
Act, 1946, requires that every establishment employing 100 or more workers
should frame standing orders. These should contain, among other things, a
provision for redressed of grievances of workers against unfair treatment and
wrongful actions by the employer or his agents. The Factories Act, 1948,
provides for the appointment of a Welfare Officer in every factory ordinarily
employing 500 or more workers. They also look after proper implementation of
the existing labor legislation. Besides, individual disputes relating to discharge
dismissal or retrenchment can be taken up for relief under the industrial
Disputes Act, 1947, amended in 1965.
However, the existing labor legislation is not being implemented properly by
employers. There is lack of fairness on their part. Welfare officers have also not
been keen on protecting the interests of workers in the organized sector. In
certain cases, they are playing a double role. It is unfortunate the public sector,
which should set up an example for the private sector, has not been
implementing lab our laws properly.
In India, a Model Grievance Procedure was adopted by the Indian Labour
Conference in its 16th session held in 1958, at present, Indian industries are
adopting either the Model. Grievance Procedure or procedures formulated by
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themselves with modification in the Model Grievance Procedure. In other
words, the grievance procedures are mostly voluntary in nature.
Guidelines for Handling Grievances
The following guidelines may help a supervisor while dealing with
grievances. He need not follow all these steps in every case. It is sufficient to
keep these views in mind while handling grievances (W, Baer, 1970).
Treat each case as important and get the grievance in writing.
Talk to the employee directly. Encourage him to speak the truth. Give
him a patient hearing.
Discuss in a private place. Ensure confidentially, If necessary.
Handles each case within a time frame.
Examine company provisions in each case. Identify violations, if any. Do
not hold back the remedy if the company is wrong. Inform your superior
about all grievances.
Get all relevant facts about the grievance. Examine the personal record of
the aggrieved worker. See whether any witnesses are available. Visit the
work area. The idea is to find where things have gone wrong and who is
at fault.
Gather information from the union representative, what he has to say,
what he wants, etc. Give short replies, uncovering the truth as well as
provisions. Treat him properly.
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Control your emotions, our remarks and behavior.
Maintain proper records and follow up the action taken in each case.
Be proactive, if possible Companies like VSP, NALCO actually invite
workers to vent late their grievances freely, listen to the other side
patiently, explain the reasons why the problems arose and redress the
grievances promptly.
12. Educational Facilities – Primary Schools, Intermediate College Rakaia
Woman Mahavidyalay, Kendriya vidyalaya. St. John’s Schools (Run by home
catholic prefecture), Badminton and chatting (Run by DLW women’s
organization).
Public Grievances Redressed
Total grievances Received by welfare inspector in the D.L.W. workshop. Years
as Amendment below. [General] Jan-08
Year Grievances Receive Redressal
2005 207 206
2006 349 344
2007 218 211
2008 216 201
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Year SC & St
2005 11
2006 06
2007 18
(i) Grievances Register- Check.
(ii) Engine Division engine testing shop
Engine Shop Number Shop Name
01 Engine Ere um Shop
02 Engine test
03 Heavy weight shop
04 Heavy machine shop
05 Sub Assembly shop
06 Light machine shop
07 Heat treatment shop
08 Chromium pleating shop
09 Rotor Shop
10 Progress engine
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Loco Division
(While) Vehicle Division Number of shop – blue as D; K&D; K gksrk gas
Vehicle/Loco Division- vex shift gas
Shop Number Name
20 Loco frame shop
21 Loco Assembly shop
22 Shut Metal shop
23 Truck Machine shop
24 Paint Shop
25 Loco Paint shop
26 Loco test shop
27 Testing shop
28 Frame shop
29 Pipe shop
30 Loco Progress shop
31 Design shop
32 Division shop
33 Heat treatment shop
34 Heavy material shop
35 Truck Assembly shop
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Maintenance Division
Shop Number Shop Name
0 Tool Room
1 Plant Shop
2 Electric Repair Shop
3 Central Transport Shop
4 Electric Maintenance Shop
5 Main Receiving shop
Objective of the study:
The main objective of the study was to expand the system of grievance
and personnel in DLW. It also included the critical examination of the
prevailing grievance and personnel system is DLW in the light of a model
grievance and personal system. The objectives of the study may be further
elaborated as follows.
1. Why do the grievances arise in an industrial organization?
2. Bring out the various causes of employee’s grievances in an, or
generation. How can these grievances be managed effectively?
3. Design a suitable grievance procedure which could be set up in an
industry for the early settlement of the employee’s grievances.
4. What is the process of grievances handling in industrial organizations?
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5. What are the various steps involves in a grievance handling process.
6. What is the different type of grievance at Railways’?
7. What is the shot out arrangement of grievance
8. How you are evaluate to grievances.
9. What is your own suggestion to reduce the grievances?
5 CONCLUSIONS, FINDINGS AND SUGGESTIONS
5.1 Conclusion
An organization confluence of individuals with different attitude
perceptions. Interest and cultures, various technological inputs, demographic
elements, economic factors both internal and external, social factors etc., or in
other works. It is unity in diversity in the ultimate analysis; organization exists
for the individuals, families. The employees are the active building blocks of an
organization. The organization will survive, grow and sustain it all it has quality
building blocks. How these quality building blocks are developed? Develop in
grievances where the development of the individual or employee in all respect is
taken care of under a healthy and positive grievance development of the
employee, the role, the day, the team and finally the organization would thrive
through various elements. Even during the challenging periods. Then it would
become a self sustaining process.
With reference to Diesel Locomotive works, various fundamental
conditions are favorable for rejuvenating grievance such as economy of the
company, industrial relations and other advantages of a systemic industry. With
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adequate planning and structuring of the grievance and its gradual
implementation over a period of time with sincere participation and
involvement of employees will definitely make the organization more
competent to take up any challenges, Internal or external in the future.
Simultaneously, it would be fulfilling its prime responsibility as a public sector
enterprise social responsibility silently.
Collection of Data
Collection of data was done from various sources which include the
document of personal office and technical training centre (TTC), report of the
study of group of standing committee on Railways, Annual report and personnel
of personnel office and technical training centre. The concerned persons were
interviewer many times and were asked questions related to various aspects of
the grievance and personnel system in D.L.W. The persons who were
interviewed for, the collection of data included Po/Ho, TTC, and members of
staff in personnel office and TTC. Ten workers who have participated in
training programmers recently were also interviewed.
Limitations:
Nothing is this world is without limitations, so is the case with this study
also. The main limitations of the study were time. The study was undertaken
when the semester classes were going on. Grievance Whenever any grievance
or complain are being host three types of slips to where assembled when on:
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2. Yellow slip: Grievances are regarded by welfare inspector by putting their
signature on this slips and the same is given to complement.
3. Red Slips: The red hip given to the conserving delete with the brief of the
complain which is required to the regress and dealer to constant.
4. White Slips: This slip being storey by welfare inspector and he will watch
the complaint being reverses and the after the proper referral and the
recorded the consolation.
5. Research Methodology
Statement of the problem:
Grievance & personnel can have (two) factions. One is an act of faith an
investment in people by which a caring organization ensures its tomorrow. The
other is a corporate new for a pool of adequately skilled manpower without
which the concern cannot operate; both the above functions are very significant
for an organization to keep pace with changing technology.
To improve performance increase productivity, to reduce wastage.
Accidents and lab our turnover. Looking at this significance and keeping in
mind that it is new emerging and growing area as for as Indian industry is
concerned. Grievance and personnel has been selected as the area of research.
“DLW is a very large Central Govt. Organization (Under in Indian Railways)
and is one of the major locomotive manufacturing companies of India. Since it
got ISO Quality certification, therefore, it follows strict measures for Grievance
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& Personnel. DLW was easily accessible for researcher and it was formed that
no similar study has been done in the organization stated/Above are of the
reasons behind the selection of DLW for the study/summer training for the
students of management.
DLW is a very large organization where in different class’s standard of
people/staff/workmen and officers are employed. Having diversity in age
standard, qualification of the employee, it is bound to generate a miscellaneous
kind of grievance which might be harmful for the organization and staff/officer
both.
Miscellaneous kind of grievance and miscellaneous kind of employee
with intention/guide line to overcome any dispute arising of is the subject of
research.
While doing my report I met 105 prospects. As far as the awareness is
concern of these 105 prospectuses it can be divided in three parts.
1. Totally Aware
2. Partially Aware
3. Unaware
Above 105 falls under the three categories as below…………..
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Year wise reported accident
Total year wise reported accident in the DLW workshop.
DATA ANALYSIS AND INTERPRETATION
Year wise grievances received
Total grievances received by welfare inspector in the DLW workshop.
Year wise reported accident in DLW Workshop
24
3028
0
5
10
15
20
25
30
35
2008 2009 2010
Accident
207
249
10085
0
50
100
150
200
250
2007 2008 2009 2010
Grievances
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While doing my report I met 105 prospects. As far as the awareness is concern of these 105 prospectuses it can be divided in three parts.
1) Totally Aware2) Partially Aware3) Unaware
Above 105 falls under the three category as below .............
No. of Persons (Prospectus) Awareness
Totally 35
Partially 20
Unaware 45
Awareness
35
20
45 Totally
Partially
Unaware
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Have you visited any of their DLW Sites?
From where you come to know about D.L.W.?
35%
65%
Yes
No
Friends25%
Other medium25%
Newspaper and Magazines
50%
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Sources of information was found as under that is 53 people come to know
from newspaper and magazines 26 from friends and 26 from other medium.
Would you like to go for on D.L.W.?
Percentage of prospects wanted to go for DLW
Yes 52%
No27%
Can't Say21%
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5.2 FINDINGS
As to the matter of summer training – such kind of training at any
organization however big or small is very fruitful for the students.
A correspondence in regard to the training may be undertaken between
the institutes on the organization. Where the students are self for training.
D.L.W. as has been stated here in is a heavy engineering industry having
large capability with men. Machines, material, specially the
employee/staff having strength of Bird Eye Flue. The Grievances arising
out of bare minimum which indicates an optimum amount of care has
been taken to look after the health. Safely & welfare of the employee.
On perusal of the data’s in corporate in here with at page No. in forms’ of
accident analysis endeavor’s should be made to eliminate the No. of
reportable accidents.
On perusal of the data’s available at page No. in terms of No. of
grievances reused in different years, an effort should be made by the
management to reduce the no. of grievances by providing all the
situateries requirements/otherwise requirements of the personnel
employed there in.
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5.3 SUGGESTION
1. More & method of redressed of grievance should be improved.
2. Communication skill between officer/supervisor/workmen should be
made improved through the mode of training, seminar etc. So that
grievance are projected in better way.
3. Personnel of personnel department should be sent for different stages
training, Training on management & development, skill improvement and
customer satisfaction.
4. Tried should be made with the personnel of sister organization such as
other production unit auserilerise. To have optimum achievement &
betterment for the department.
5. Achievement accrued by the department should be broadcasted through
public relations management to infisiyes achievement of D.L.W.
Grievance is a kind of discontentment or dissatisfaction, whether expressed or
not, whether valid or not, arising out of anything connected with the
organization that an employee thinks, believes or even feels, is unfair, unjust or
inequitable.
Represented grievances are tip of the ice berg and the best way to solve
them is to understand the complainant’s point of view, and explaining him/her
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the totality of the circumstances, open and impartial dealings always help.
Unattended grievances are not a health practice. It is our primary duly to give
personal attention to grievance, detection and their redressal. This will also help
us in segregating the apparent from the real grievances and will also reduce the
incidence of court eases.
Most common reasons of grievances are transfers promotion, seniority,
selections, pay fixation, arrers of pay an allowances. Most items may look petty
and routine to us but not to the aggrieved. He she must be given I patient
hearing and qulo action is to be taken to solve them. Every item of dealing
needs normal time for action, a grievance arises only it abnormal time being
taken or delay is deliberate or dealer is rough and incommunicative.
Petty and regular items need no recording, but a written grievance from
any source is to be recorded for action, follow in and feed back to the party
Usual sources are (1) Leders in the Dak, (2) MP/MLA references, (3)
Board/HQ/Higher Officer’s da with nothing, (4) WI/PI’s inspection, (5) Items
from Recognize Unions etc., (6) Grievance collected during drivers/grievance
sammetans.
Grievances register with the supervisor will have SI. No. Name:
designation of the aggrieved, his/her address to communication, receipt date:
items of complaint; dealer’s name time schedule for disposal;
acknowledgement, final disposal with letter number and date.
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All grievance must be acknowledged and replied within two months. It final
disposal needs time, an interim reply giving factual position of the case should
be issued invariably. This will also help reduction of litigation, officers should
exercise their judgment while accepting time barred grievance, but the party
must be informed of the reasons of non-accoplance etc.
Jr/Sr. Clerks with supervisor’s approval will reply simple grievances. The
Group D staff will be informed in Hindi/vemacular OS (coordination) will put
up a monthly summary of.
a. MP/MLA references received/ replied/not replied.
b. HQ/GM/DRM’s marked cases received/replied/ not replied.
c. CA (iii) references received/replied/not replied.
d. Staff grievance received/replied/not replied.
Individual grievances should be dealt on the Personal file of the employee.
MP/MLA references should be replied within ten days of the receipt; the CA
(iii) cases from Railway Board within the stipulated time; and HQ references
within a fortnight.
WI/Pls items should be soloved before their next visit to the station and
final replied should be handed over to the WI/Pls who should personally convey
them to the party.
Whereever possible, WI and PI should establish grievance collection
center from where the replied would be available. Stations with large
concentration of staff should form such points for tacking the staff grievance.
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Date of visit of inspector should be prominently displayed. WI will find out
position in his weekly visit in the divisional office. His/Her offices should have
normal stationary items like various forms/applications for settlements payment.
Leave, nominations, pay fixation, options on promotion; as well seniority lists
copies, copies of panels notified, rule books and instructions etc. With these
small efforts, Personal Deptt. Can reach out of its traditional office image and
prove to be a friend to all those who seek their help.
Transparency features of personnel department where human resources
are available are made clears and seems visible primfasie.
The systems of bureaucracy as is available in public administrative
system is visible in the department.
The women worker are employee in D.L.W. though there no. are just
below 40, they haven trusted any grievances as to three safely & welfare in the
welfare department.
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BIBLIOGRAPHY
Book Referred:
1. Human Resource Management
P.C. Triphathi
2. Human Resource Management
K. Aswattappa
3. Human Resource Development
P.C.Triphathi
4. Business Management
L.M.Prashad
External Sources:
i. Www. Desellocoworks.com
ii. Www. Loco division. Com
iii. Www. Dlw.com
iv. Newspaper Articles
v. Outlook Money
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REFERENCES
1. JIYUT RAM Personnel Dep’t.
(Chief Welfare Inspector) Grievance (Scope and Enforcement)