Batool FINAL PROJECT ON grievance Finalize

FINAL PROJECT ON

REDUCE GRIEVANCE PROBLEMS IN THE

ORGANIZATIONS THAT EFFECT THE EMPLOYEE

MOTIVATION AND JOB SATISFACTION.

PREPARED BYBATOOL ZEHRA

(Reg # MB-01-10-3191)

SUPERVISOR

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SIR JEHANZEB KHAN

DATEDMAY 08, 2011

REPORT SUBMITTED TOPAF-KIET

DEPARTMENT OF MANAGEMENT SCIENCES PAF-KIET

DEDICATION

I dedicate this

report to my family &2 | P a g e

my friends without

whom it could not be

Possible.

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THESIS APPROVAL

Thesis title“Reduce grievance problems in

the organizations that effect the

employee motivation and job

satisfaction.”By: Batool Zehra (3191)

Thesis supervisor Sir Jehanzeb Khan

Academic Year 2011

The PAF Kiet has approved this thesis submitted in partial fulfillment

of the requirements for degree of Master of Business Administration.

APPROVAL COMMITTEE

___________________ ______________________

Sir Jehanzeb Khan

Supervisor

Sir Qazi Salman (Project Head)

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LETTER OF TRANSMITTAL

July 04, 2011

Sir Jehanzeb Khan

Project Supervisor, Faculty Member

PAF-KIET

Karachi

Subject: “Reduce grievance problems in the organizations that

effect the employee motivation and job satisfaction.”

Dear Sir:

This is the final project assigned by you in partial

fulfillment of the requirement of MBA Program at PAF-KIET.

The project is on “Reduce grievance problems in the

organizations that effect the employee motivation and job

satisfaction.". As per your advice, the report includes

abstract, Introduction, brief literature survey,

methodology, hypothesis, conclusion and questionnaire etc.

This project gives me the opportunity to explore and enhance

my knowledge about the

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I hereby like to express my gratitude to Sir Jehanzeb Khan and

PAF-KIET for providing this opportunity of learning and

guidance to complete my project.

Truly Sincerely,

Batool Zehra

(Reg # MB-01-10-3191)

LETTER OF AUTHORIZATION

July 04, 2011

Batool Zehra

(Reg # MB-01-10-3191)

Please refer to your initial proposal for undertaking the

study on “Reduce grievance problems in the organizations that

effect the employee motivation and job satisfaction”. In the

view of subsequent meetings and discussions the initial

proposal was finalized. Kindly initiate the study on the

finalized Terms of References (TOR).

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_____________________

Sir Jehanzeb Khan

(Supervisor)

ACKNOWLEDGEMENT

Greatest thanks to my Creator, for his mercy, love and

entrusting me with the gift of ability. I would like to

acknowledge the help provided by my teacher to make this

project a success.

My sincere thanks to my supervisor, Sir Jehanzeb Khan for his

assistance in the process of completing this project.

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Without her guidance and invaluable patience, this study

would not have been possible.

I am really thankful to the SSGC, their officers who let me enter

in their Human Resource without whom I won't be able to complete

this report (but, my hard work cannot be neglected) and give me

sufficient time from their really valuable time to explain me the

grievance problem of their employees.

Last but not the least I would render great thanks to my

parents and to every friend and family member who

contributed to the study in any way.

Truly Sincerely,

Batool Zehra

(Reg # MB-01-10-3191)

Table of Content

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sABSTRACT:...........................................................11CHAPTER 1: THE PROBLEM.................................................12

INTRODUCTION:........................................................12GREVIANCE:..........................................................12

CAUSES:.............................................................12ADVANTAGES OF HAVING A GRIEVANCE HANDLING PROCEDURE:....................13

TYPES OF GRIEVANCES:..................................................13BACKGROUND TO THE PROBLEM:............................................14

RATIONALE OR THEORITICAL BACKGROUND / FOUNDATION:........................14STATEMENT TO THE PROBLEM:..............................................15

PURPOSE OF THE RESEARCH PROJECT:.........................................16RESEARCH QUESTION/ RESEARCH OBJECTIVE:....................................16

STATEMENT OF HYPOTHESIS:...............................................16HYPOTHESIS N0: 01....................................................16

HYPOTHESIS N0: 02....................................................16HYPOTHESIS N0: 03....................................................17

SIGNIFICANCE OF THE RESEARCH REPORT:......................................17ASSUMPTIONS:.........................................................17

LIMITATIONS:..........................................................18DELIMITATIONS:........................................................18

DEFINITION OF TERMS:...................................................18ARBITRATION:........................................................18

COLLECTIVE AGREEMENT:................................................18GRIEVANCE:..........................................................19

UNION REPRESENTATIVE:................................................19MEDIATION:..........................................................19

CHAPTER 2: LITERATURE REVIEW:............................................19GUIDELINES:.........................................................20

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BENEFITS OF HAVING GRIEVANCE PROCEDURE:................................21A TYPICAL GRIEVANCE PROCESS:...........................................21

THE ROLE OF HEADS OF DEPARTMENT IN GRIEVANCE MANAGEMENT:.................24STYLES IN MANAGING GRIEVANCE:.........................................25

GRIEVANCE PROCEDURE WITH RESPECT TO HR HANDBOOK:.......................26Arranging and Conducting Meeting.......................................28

SUMMARY OF LITERATURE REVIEW AND JUSTIFICATION (RATIONALE) FOR THE RESEARCH PROJECT:..............................................................28

CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY..............................31INTRODUCTION:........................................................31

POPULATION OF THE RESEARCH PROJECT:......................................33SAMPLE PROCEDURE:.....................................................34

SAMPLING TECHNIQUE:.................................................34SAMPLING PROCESS:...................................................35

SAMPLE:..............................................................35SAMPLE DESIGN:......................................................35

INSTRUMENTATION:.....................................................36DATA COLLECTION:......................................................36

ETHICAL CONSIDERATIONS:................................................37DATA PREPARATION:.....................................................38

CODING:............................................................38OPERATIONAL DEFINATION OF RESEARCH VARIABLE:..............................39

INDEPENDENT VARIABLE:................................................39OPERATIONAL DEFINITION:...............................................39

DEPENDENT VARIABLE:..................................................39OPERATIONAL DEFINITION:...............................................39

PROCEDURE FOR TESTING HYPOTHESIS OR RESEARCH QUESTIONS:....................40CHAPTER 04: ANALYSIS OF DATA AND INTERPRETATION OF RESULTS...................41

INTRODUCTION:........................................................41

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DATA ANALYSIS:.........................................................41GENERAL DESCRIPTION OF DATA (Statistics):...................................42

Question no 01: Satisfied with the grievance handling procedure of HRDept...............................................................43

Question no 02: Face problems in the organization call for grievance handling dept......................................................44

Question no 03: Individual Grievance...............................45Question no 04: Group grievance....................................46

Question no 05: Union grievance.......................................47Question no 06: Unsatisfied due discrepancies in handling the grievance....................................................................48Question no 07: Grievance solution contribute to increase employee job satisfaction.......................................................49Question no 08: Management effort to dispense off all grievances...50

Question no 09: Grievance redressing...............................51Question no 10: Management gather all relevant facts about the grievance..........................................................52Question no 11: Effectiveness of present grievance handling policy.53

Question no 12: Complaint related to job considered for investigation...................................................................54

Question no 13: Grievance solution contribute to increase employee motivation.........................................................55

Question no 14: Grievance solution contribute to increase employee retention..........................................................56

Question no 15: Grievance solution contributes to increase employee fair treatment at all level........................................57

Question no 16: Employees motivate with the grievance result.......58Question no 17: Supervisor motivate to respond to your grievance...60

Question no 18: Fairness in grievance policy gives motivation......61Question no19: Motivated during the grievance handling process.....62

Crosstabs...........................................................63

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RESEARCH QUESTION.....................................................82QUESTION NO: 01.....................................................82

ANSWER NO: 01.......................................................82QUESTION NO: 02.....................................................82

ANSWER NO: 02.......................................................82Causes of employee grievance:....................................82

QUESTION NO: 03.....................................................82ANSWER NO: 03.......................................................82

QUESTION NO: 04.....................................................83ANSWER NO: 04.......................................................83

HYPOTHESIS TO HYPOTHESIS ANALYSIS:.......................................83Correlations..........................................................83

Overall Question Analysis................................................83INTERPRETATION HYPOTHESIS BASE:........................................87

FINDING:.............................................................91CHAPTER 05: DISCUSSION, SUMMARY, CONCLUSION & RECOMMENDATION:.............92

INTRODUCTION:........................................................92IMPLICATIONS:.........................................................92

CONCLUSION:..........................................................92RECOMMENDATION......................................................93

SUGGESTIONS FOR FURTHER STUDIES:........................................94REFERENCES:...........................................................96

QUESTIONNAIRE........................................................99

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ABSTRACT:

The abstract of this research project is that the grievance plays

an important role on impacting on motivation and job

satisfaction, Grievance is any kind of dissatisfaction with

regard to pay, promotion, suspension, working condition etc. The

objective of the study is to find the effectiveness of grievance

handling mechanism that effect motivation and job satisfaction.

This research is helpful for the manager and the employee in

understanding that how the grievance impact job satisfaction and

motivation and the importance to resolve issues within the

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organization and what types of grievance occur frequently in

organization.

This study focuses on how effective grievances are being handled

at SSGC. The sample size is 50. The tools used for the study are

Cross tab and Correlation. The study infers that most of

employees are dissatisfied with the procedure being followed and

agree that motivation and job satisfaction is impacted by

grievance procedure.

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CHAPTER 1: THE PROBLEM

INTRODUCTION:

GREVIANCE:

Every employee has some expectation from the organization where

he is working for and tries to give their best to the

organization after that he thinks that the organization fulfilled

their expectation. When the organization does not fulfill their

expectation then employee think that the organization is treated

him unfairly and do inequality with him then grievance occurred.

Grievance arises when employee feel that their complain is

treated unfairly and through formal procedure employee show their

dissatisfaction and injustice regarding the working condition.

CAUSES:

Grievances may occur for a number of reasons:

(a) Economic: grievance occurs when employee feel that the

organization is paying less to him as compared to others

it include: bonus, allowances, overtime etc.

(b) Work environment: in this when the rule in the

organization is unfair, tools and equipment given to

employees are defective, the physical condition of

workplace is bad, material quality is poor, lack of

recognition, etc due to these issues grievances occur.

(c) Supervision: when the supervisor is biasness, caste

affiliations, favoritism shown to relatives or to those

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employees who are close to supervisor then grievance

occurs.

(d) Work group: grievances occur in work group when employees

do not try to adjust with his colleagues; they feel that

the other group workers are avoiding him, feel neglected,

etc.

(e) Miscellaneous: when these issues arises like promotions,

transfer, safety methods, transport facility, disciplinary

rules, fines, granting leave, medical allowances, etc then

grievance occur.

ADVANTAGES OF HAVING A GRIEVANCE HANDLING PROCEDURE:

The advantages of a grievance procedure are:

Through the procedure the employees get a chance to

express his matter and feeling.

Employee grievance is redressed in a proper manner and the

employee moral is high.

The grievance procedures identify the causes of employee

complaint and consider on it.

It is a mechanism to learn and resolve employee

dissatisfaction.

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TYPES OF GRIEVANCES:

There are 3 different kinds of grievances, and your steward

usually determines the

type of grievance to file according to who is affected.

1. Individual Grievance: Most grievances affect one individual

member. Individual grievance arises when employees feel

that there salary is less than other employees, treated

unfairly and other problem like: promotion, bonus, wages

etc. It is sent to the supervisor by those employees who

are dissatisfied or not happy with their work.

2. Group Grievance: In group grievance many members at the same

time is affected in the same way This occurs when the

group of employer has the same complain with the

management, and then they filed a grievance from the

entire group , i.e. changes of shift time by the

management .

3. Policy Grievance: Here the union files the grievance and not

the individual.

This occurs when management is either in violation of the

collective agreement or

incorrectly interprets it, which may affect all members in

the future, i.e. assigning of off shift duties with

regards of seniority. May file a grievance to

establish and insure that seniority be respected in such

cases.

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Employers can take six steps to reduce grievances from employees:

1. First way to reduce grievance is by communicate with the

employees what their need and give them additional

responsibility.

2. Start culture over-performance by line managers.

3. The management should be trained to identify the grievance

issue and solve it at the early stage.

4. Informal meetings should be conduct regularly with those

who show signs of stress or harassment to ensure issues do

not progress to grievances

5. Settling issue by suggesting meditation before a formal

grievance

6. Softer skills development for line manager and directly

pay according to appraisal.

BACKGROUND TO THE PROBLEM:

The grievance arises when the employee face a problem which is

not included in the contract, it will related to any

circumstances, whether compensation or working environment. The

background is associate with my observation that people have

grievance related to their work, usually the operational staff

always have grievances that create a gap between them and

management.

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RATIONALE OR THEORITICAL BACKGROUND / FOUNDATION:

Cowling & James, 1994 states that “the grievance procedure is

constructed to protect employees’ rights and provide greater

statutory protection to employees”. Lewin, 2001 says that “the

unionized organization, the grievance procedure is established in

collective agreement between employees union and employers”.

Mante-Mieja & Enid 1991quoted that “effective grievance system

solve the conflict and complain which treated as a measuring

system for identifying any undesirable situation arising in the

organization. The need for grievance procedure is essential if

the problems that arise are not satisfactorily dealt with or are

dealt within inconsistent manner (Green, 1987)”.

Karambayya and Brett 1989 “employing factor analysis to examine

managers’ role in resolving conflict but this study did not

specifically examined styles that managers employed in resolving

conflict”.

Robbins (2005) distinguished between managerial role and

managerial style in managing conflicts. The style in managing

conflict defines how the manager solving conflicts referred to

him.

On the other hand, role in managing conflict portray behavior

and attitude of managers in managing conflicts. Due to the

different definition between manager’s style and manager’s role

in handling conflict, hence, different study should be

conducted .As in a fact that grievance rises in a form of

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industrial conflict, this present research has utilized styles of

handling interpersonal conflict established by Rahim (1983) in

evaluating styles that supervisors may apply in handling

grievances.

Rahim (1983) established “five styles namely integrating,

obliging, compromising, dominating and avoiding”. He measured the

styles of handling interpersonal conflict by using the

conceptualization of Blake and Mouton’s (1968) managerial grid

theory and adopting Thomas’s (1976) two basic dimensions in

handling interpersonal conflict namely concern for self and for

others.

Rahim & Magner, 1995 state that the first dimension explained to

which a person attempts to satisfy his/her own concern. The

second dimension explained the degree to which a person wanted to

satisfy the concern of others. The establishment of Rahim’s

instrument has satisfied the test-retest and internal consistency

reliabilities

STATEMENT TO THE PROBLEM:

Reduce grievance problems in the organizations that effect the

employee’s motivation & job satisfaction.

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PURPOSE OF THE RESEARCH PROJECT:

The purpose of the research is to overview the grievance handling

procedure in SSGC which effect employee motivation and

satisfaction. To review conflict management process in SSGC,

evaluate the trend pertaining to grievance handling & conflict

causes, what kinds of problems are logged or arises in SSGC and

investigate the results of the problem logged in SSGC, and to

find out whether job satisfaction and motivation reduce the

grievance of employees.

RESEARCH QUESTION/ RESEARCH OBJECTIVE:

The four objectives of the research are:

To review conflict management process.

To evaluate the trend pertaining to grievance handling &

conflict causes.

What kinds of problems are logged or arises.

Investigate the results of the cases registered / logged.

STATEMENT OF HYPOTHESIS:

HYPOTHESIS N0: 01

H1: Grievance handling procedure is effective in SSGC.

H0: Grievance handling procedure is not effective in SSGC.

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HYPOTHESIS N0: 02

H2: Grievances arise when employees fail to get satisfaction from

the job at SSGC.

H0: Grievances not arise when employees fail to get satisfaction

from the job at SSGC.

HYPOTHESIS N0: 03

H3: Job satisfaction and motivation will be helpful to reduce the

number of grievance rates at SSGC.

H0: Job satisfaction and motivation will not be helpful to reduce

the number of grievance rates at SSGC.

SIGNIFICANCE OF THE RESEARCH REPORT:

The significance of the study is to determine the effectiveness

of the grievance procedures within the organization. Also

determine the formal and informal procedure in handling the

grievance within the gas industry. In formal procedure it

includes steps like: raising the grievance, meeting, appeal and

further appeal. In informal procedure do thorough investigation

and in short time resolve the conflict and document it. The

purpose of the research project is to investigate the proper

handling procedure of grievance with the judgment of

administration and the people involved, which address their role

on the issue of grievance. The result from this project will high

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light the effective guidelines which help to make grievance

handling procedure more appropriate for handling issues.

ASSUMPTIONS:

The assumption of the report on the effectiveness of the

grievance handling procedure for motivation and job satisfaction

are:

1. Employees will work without any grievances.

2. The career development of the employment is predicated on

the development of the employee and make healthy

organization environment.

3. The respondents chosen would answer the questionnaire

truthfully depend on experience of grievance faced.

LIMITATIONS :

The limitation of the study is based on questionnaire sample size

is 50 and no personal interview is conducted. The samples are

more related to operational staff for understanding the

effectiveness of the grievance handling procedure.

The issue is also the time constraint with implementation of

procedure and policies clearly. Flow of information is also the

limitation barrier in handling grievances. Concerning wages,

concerning supervision, concerning individual advancement,

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general working conditions, collective bargaining are the main

appropriate issues of grievances.

DELIMITATIONS:

Organizations are aware about the diversification of the employee

traits and behavior, individual effect the culture of the

organization, corporate culture tends to affect their behavior.

The collision of ideas will bring harmony inside the

organization. The management faces different issues to maintain

the life and the employee relationship.

A well designed and proper grievance procedure provides

A channel or avenue by which any aggrieved employee may

present his grievance.

A procedure which ensures systematic handling of a

grievance.

A means of ensuring that there is some measure of

promptness in the handling of the grievance.

DEFINITION OF TERMS:

ARBITRATION:

Arbitration is a settlement of a dispute outside the court which

is done by the third party. In this problem, it could not be

resolved through the normal grievance process.

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COLLECTIVE AGREEMENT:

Collective agreement is a written statement between employer and

employee which state and control the terms and condition of

workplace and their duties. It is the result of a process of

collective bargaining between an employer and a worker who

represent at trade union.

GRIEVANCE:



dissatisfaction and injustice regarding the working condition.

UNION REPRESENTATIVE:

An employee who is elected and authorized to make decision on

behalf of workers and do negotiation with management matters

relating to Collective agreement.

MEDIATION:

Informal dispute settlement by third party is called mediator. It

assist the parties to negotiate the own settlement and clear the

misunderstanding by the parties agree that the mediator may do

so.

CHAPTER 2: LITERATURE REVIEW:

Grievance is complaint, problem in employment relation.

Grievances are of two types, informal and formal; proper

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meditation will be given and will be deal properly within the

time period of normally 28 days in with the Dispute Resolution,

Regulations 2004 of Northern Ireland Employment Order 2003.

Employee dissatisfaction from job is an indication of grievance,

it arise out in a manner due to day to day working relation in an

organization. On the decision of management, trade union protest

for employees.

Grievance is necessary in perspective of large organization,

levels of manager is unable to keep a check on each individual,

the mechanism for dealing the behavior of such employees

dissatisfaction is called grievance procedure. The unionized

organization should established and known grievance methods of

processing grievance. The value of grievance procedure is that it

assists in minimizing dissatisfaction

The steps in grievance procedure are:

1. First, meeting of aggrieved employee and the supervisor.

2. Second, meeting of middle management and middle union

leadership.

3. Third, meeting of top management also with union

leadership.

4. Forth, arbitration.

GUIDELINES:

When a grievance is in processing, there are guidelines need to

be consider:

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Check the employment status to whether he is included in a

union eligible classification.

Record the supervisor’s respondent obligation under


Review the suggested solution.

Check all the information is related to the grievance.

The allegations should be investigated thoroughly.

Prepare a written response in which reason for the

decision is included and provide a copy to the grievant.

Maintained a separate file for grievance material.

Lewin and Peterson state positive connection with the grievance

procedure framework and grievance rates. They also say that “the

effectiveness was hard to interpret and measures reflecting the

operations which are grievance rates, settlement levels and

arbitration rates”.

Grievance procedures relate the aspect of union commitment,

employer commitment and dual commitment. Grievance will be

divided into 4 basic types: first, Charges of discrimination,

second, rules & violation; third, unclassified complaints and

forth, discipline practices.

Grievance corresponding rules violation was an employees,

application of policies and procedures governing personnel

policies, department work rules, unhealthy working conditions,

procedures of a working nature.

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Disciplinary actions are the category least classified as a

grievance. Legalistic approach was used to handle such cases. In

which the grievance is eliminated through five ways which are:

open door policy, step-review method, peer-review, ombudsman and

hearing officer. But form these the most effective way to reduce

grievance is the open door policy because employees are free to

walk to their supervisor cabin and talk about their problem at

any time. The purpose of this is to encourage employees to

communicate and discuss their matter with the supervisor and the

door of the supervisor is open all the time for everyone.

BENEFITS OF HAVING GRIEVANCE PROCEDURE:

The benefit of grievance procedure is that it provides

opportunity to employee for upward communication, peace and fair

decision. It also avoids the appeals of the outsiders because

problems can be resolved within the organization from its roots.

The main benefit of the grievance procedure is perceived justice.

An employee whose grievance is resolve properly is satisfied with

the procedure and thinks more about the company benefits. The

advantages of a grievance procedure are:

Through the procedure the employees get a chance to

express his matter and feeling.


moral of the employee is high.



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dissatisfaction.

In the employment relations, the employees’ dissatisfactions have

been divided into two categories which are: organized and

unorganized. The first of these is used to refer to collective

form of conflict which represents attempts on the part of workers

to change the working conditions which employee think and believe

is unsatisfactory, and encompasses such actions like strike, go-

slows, and work-to rule. Unorganized conflict, in contrast,

encompasses individual based forms of behavior which are less

strategically oriented to the achievement of change. An

organization establishes a grievance procedure which gives an

opportunity to the employee to file his or her dissatisfactions

or complain related to the working condition. The establishment

of grievance procedure is in line with the principle of “due

process” which guarantees the application of procedural justice

and ethical decision making in an organization.

The Effective grievance procedure ensures management to identify

the problems at initial stage and solve it, and it save before

serious trouble occur. Through the procedure employees discuss

their problem with the top management easily.

A TYPICAL GRIEVANCE PROCESS:

The set amount of time to supervisor response by the head of the

department is grievance procedure. On behalf of the employee only

union representative negotiate. If the grievance still not

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resolved then it goes up to the top management. Contrary, the

company is usually obligated to solve the grievance through

collective bargaining agreement for the employee's favor if

management fails to follow the procedures outlined in the

agreement. If the grievance still not resolved, the final is

arbitrator.

Conflict occurs when two or more people perceive incompatibility

in their goals. There are several methods but seven methods which

are as follow:

Win-lose

Withdrawal and retreat from argument

Smoothing and playing down the difference

Arbitration, mediation, compromise

Problem solving.

By negotiation and correcting a mistake grievances can be solved

quickly. The grievance procedure saves money and time. It gives

benefit if the issue is resolved by those who are involved in it

rather than other people at top levels.

In the book “Strategic grievance handling” Margolies, K. (2004)

Steward Update, 15(1).C B Mamoria state the difference between

dissatisfaction, grievance and complaint. Dissatisfaction arises

when an individual is not happy in his job and when the

organization does not recognize the individual goals. This

dissatisfaction leads to complaints when an individual discusses

it with another employee in the organization. When the

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http://www.answers.com/topic/bargaining-2

dissatisfaction related to the work is brought to the notice of

the management, complaint becomes a grievance.

Grievances may be divided into three categories:

1. Complain against corrupt practices of officers.

2. Postpone in making decision by officers.

3. Merits of the decision taken by officers.

The redressal procedure of grievance in an organization enables

employees to air their dissatisfaction. Organization has an

effective grievance redressed system. It helps to solve problems

and to keep track of employee grievances with respect to policies

and procedures to avoid similar problems in the future.

It is stated hat the management should show concern and use a

humanitarian approach while dealing with employee grievances. The

grievance of employee might have little significance to the

management, but for the employee, it is of great significance as

it concerns his career and his future in the organization.

Therefore grievance should be analyzed and settled using a humane

approach, along with procedural and legal approaches. However,

care should be taken to avoid any violation of rules and

regulations as this might result in future problems for the

management.

Components of job satisfaction:

Opportunity for self development

Job security

Prestige of the organization

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Nature of work

Opportunity for promotion

Redressal of grievances

Cowling & James, 1994 states “grievance procedure is constructed

to protect employees’ rights and provide greater statutory

protection to employees”.

(Lewin, 2001) quoted that in unionized organization, “the

grievance procedure is established in collective agreement

between employees union and employers.

Dalton & Todor, 1982 states that “an effective grievance system

can detect any undesirable situation arising in the organization.

The need for grievance procedure is essential if the problems

that arise are not satisfactorily dealt with or are dealt within

inconsistent manner.

Green, 1987 states “the grievance procedure includes few

provisos. The procedure for resolving individual grievances

should be simple and devoid technicalities”.

Salamon, 2000; Mills, 1994 “The grievance procedure should be in

written (Industrial Harmony Code for Conduct, n.d) and only

serves issues related to employees’ grievances”

Cases that involve discipline or other form of conflicts should

use other appropriate resolution machinery. The employees should

also be explained, from time to time, the existence of grievance

procedure and encouraged them to raise their dissatisfactions

formally through this procedure. An employee who has a grievance

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need not go from pillar to post, not knowing where to go or whom

to approach. The guideline should also provide for an avenue of

appeal, if he fails to get satisfaction from the immediate

superior whom he has approached (D’Cruz, 1999, Gordon & Miller,

1984).

There should be opportunity for the employee to refer the

grievance to higher levels of management .A grievance procedure

should specify a time limit for submitting the appeal and also a

stipulated time limit by which it will be decided at the first

level of appeal. The worker has the right to be represented by

his union, if he is a union member. Grievances resolved at a

lower level should end there, and should not be re-submitted to a

higher level for reconsideration or review. After mutual

grievance resolution was reached.

Wyman (1971) suggested that “managers must give a written answer

regarding grievance resolution outcome to aggrieved subordinate”.

He also coded that unlike oral answers to unwritten grievances,

the written answer must conform to established protocol which

comes down from the management. And protocol decrees that the

written grievance must be shorn of every other impinging factor

however pervasive and controlling. A written answer for grievance

management is important as a record for precedent case if the

same issue arise in future. The requirement for recorded

grievance resolution outcome also needed if the grievance is

referred to the next step in grievance procedure (Industrial

Harmony Code for Conduct, n.d).

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THE ROLE OF HEADS OF DEPARTMENT IN GRIEVANCE MANAGEMENT:

Constructive grievance handling largely depends on the ability of

managers and supervisors to recognize,diagnose, and correct the

causes of potential employee dissatisfaction before they become

formal grievances.

Chaykowski & Slotsve, (1992); Tan, (1994). Ivancevich (2001)

mentioned the literature that “supervisor should take grievance

seriously, collect all the information which is related to

grievance then do analysis and give answer. After the grievance

is mutually settled, the managers have to move on to the other

matters”.

Gordon and Miller (1984)” role perceptions influence the

supervisors’ approach in recognizing the issue of grievance It

is also quoted that the rules should be set up so that

supervisors are led by their predominant”.

The greatest opportunity for the settlement of a complaint or

grievance laid in the lowest level, that is, the initial step of

the procedure (Rose, 2004). The higher the discontent rises

through the organization, the more difficult it is to settle

(Tan, 1995).

Tjosvold & Morishima (1999) suggested that “supervisors must have

ability and willingness to discuss the problem with the employee

and union representative at initial stage” also supervisory style

affects grievance rate and their disposition (Hook, Rollinson,

Foot & Handley, 1996).

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STYLES IN MANAGING GRIEVANCE:

Few researches have been done in examining styles of supervisors

in handling employees’ grievances. In the researcher’s knowledge,

there is no study on this subject being conducted in Malaysia.

After analyzing studies in grievance handling styles, the

researcher found that styles used in managing grievances are

varied.

Tjosvold and Morishima in 1999 find out that the behavior and

perceptions of individuals on grievance resolution outcomes.

Underpinned by theory of conflict resolution constructed by

Deutsch says in 1949 that people believed their goals are

positively interrelated (in that they can both be successful) and

were able to manage conflict more effectively than those with

competitive goals.

Deustch (1949) suggested that in resolving interpersonal

conflict, researchers have used competitive and cooperative as

the styles in handling employees’ grievances. The most frequent

reasons for executing competition style were opposing aspirations

and being intransigent to promote a political agenda. Cooperative

style in handling grievances, on the other hand, generates

flexible and open-minded discussion between the supervisors and

employees. Result of the study showed that in cooperative style

of handling employees’ grievances, respondents were confident

that they could interact effectively and discuss grievance issues

openly and constructively.

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Tjosvold and Morishima (1999) emphasize that the cooperative

style in resolving grievances drove are positive feelings,

satisfaction for both union and management, and improved

procedures.

Karambayya and Brett (1989) state in the research that “the

employees dispute research that the four roles have been

determined as manager’s behaviors in handling disputes”. The

first role was named inquisitorial role. Managers who took an

inquisitorial role retained both process and outcome control for

them. In this role managers imposed own idea, made final decision

and proposed own idea. The second role was mediational role.

Mediational role allows managers to ask their employee questions

regarding conflicts, requested proposals from employees and tried

to incorporate their ideas into employees’ proposals. The third

role represented the role called procedural marshal. Managers

taking this role described the dispute-handling procedures to be

followed and strictly enforced those rules. The fourth role was

the motivational role. In this role, managers always rely on

motivational control by using threats and incentives. If the

issue of dispute could not be settled at the meeting, managers

will predict probable outcomes and exerted pressure to encourage

a timely settlement.

Bemmels and Resyef, (1991), "the intervention of third party in

grievance resolution will drag the time period that will effect

worker's frustration".

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Rahul and Deepati, (1999) coded that “the third party normally

was not familiar and lack of knowledge on issue raised by

aggrieved employee. In addition the third party also not well-

known with company's environment".

Rahim (1983) has established five styles namely integrating,

obliging, compromising, dominating and avoiding. He measured the

styles of handling interpersonal conflict by using the

conceptualization of Blake and Mouton’s (1968) managerial grid

theory and adopting Thomas’s (1976) two basic dimensions in

handling interpersonal conflict namely concern for self and for

others. He also says that the first dimension explained to which

a person attempts to satisfy his/her own concern. The second

dimension explained the degree to which a person wanted to

satisfy the concern of others. The establishment of Rahim’s

instrument has satisfied the test-retest and internal consistency

reliabilities (Rahim & Magner, 1995).

GRIEVANCE PROCEDURE WITH RESPECT TO HR HANDBOOK:

The grievance relate to promotion, appeal mechanism within the

promotion. The grievance procedure apply to all the staff whether

non industrial or in industrial grades. The grievance will not be

applied where:

1. Disciplinary and Inefficiency procedure are separate appeals

procedures for the Disciplinary and Inefficiency complain.

(Discipline, Inefficiency Sickness Absence or Inefficiency

Performance).

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2. Every employee has the right to use the Grievance Procedure.

3. If one has raised a grief he will not be victimized for

having raised the grievance.

The formal grievance procedure requires that:

Investigate all grievances raised under the formal

procedure.

All grievances and grief should be dealt by management

irrespectable of whether they are in written or oral form.

It should be the objective of the management to solve

problem at the lowest possible level rather than to go to

the formal procedure of grievance to solve.

Grievance Procedure consists of 4 assumptions:

Raising the Grievance.

The Grievance Meeting.

The Appeal.

Further Appeal.

1. Raising the Grievance:

Set out the reasons for the grievance, if someone’s complain is

related to a matter which is under the responsibility of line

management, and then it should be deal by Line Manager. Line

management is responsible for the decision of that grief, which

has risen to his grievance.

2. The Grievance Meeting:

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In the meeting the matter will be discuss with the officer

authorized for the matter and appropriate trade Union

representative will also their and the officer hear the problem

and after that will review the complaint.

3. The Appeal:

If the decision is unhappy about your grievance then you may

appeal. The officer hearing the appeal will then make a decision

on the appeal.

4. Further Appeal:

Through the HR appeal should be made within a time limit of 5

working days after receiving of the decision of the first appeal

hearing and it should have the reasons for your appeal. There is

no right of appeal beyond Stage 4.

Arranging and Conducting Meeting:

The modified procedures have two stages as follows:

Stage 1: in writing set out the grievance nature and the basis for

it and send this to management.

Stage 2: Management must consider the grievance and respond in

writing to you.

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SUMMARY OF LITERATURE REVIEW AND JUSTIFICATION (RATIONALE)

FOR THE RESEARCH PROJECT:

A grievance is in written; affirm statement by employee

complaining against the breach of contract of employment and

employee’s rights. The role to resolve the grievances are is

steps flow from lower to higher hierarchy level of management.

Successful grievance procedure are originally attached to the

corporate organization, advancing within the company and with the

passage of time, it become a vital part of the organization.

Necessarily it gives a platform to employee to show clearly and

deliver the reason of grievance about the work or working

conditions and have opportunity of a fair hearing without any

fear of revengeful action.



dissatisfaction and injustice regarding the working condition. A

good grievance handling procedure provides confidence and trust

worthiness to the employees of the organization.

The aim and intension of the literature review is to inquire that

the literature is related to the grievance procedure in union and

non-union organization. The literature review provides background

and rationale for how to resolve the employee grievance, how to

implement the grievance procedure and also identifies the

benefits which employees and management take form the grievance

procedure.

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Grievance procedure is a way to resolve problematic situation.

First try to resolve the grievance informally by talking with

your employer If the problem is not resolve informally then go to

the formally grievance procedure.

The Formal Grievance Procedure consists of 4 stages:

Stage 1 Raising the Grievance

Stage 2 The Grievance Meeting

Stage 3 The Appeal

Stage 4 Further Appeal

Effective grievance procedure are constructed to resolve employee

complain and a problematic situation. It also protects employee

rights and provides greater protection to employees. The

effective grievance redressal system is important for the

organization and it helps to define the problem type of

procedure. It encourage all parties to participate and speak

honestly because the opinion of employees and employers there is

a difference for that fair procedure is needed to consider the

evidence and it easier for the management to take a fair

decision. The effective components in public sector system of

labor relation are contractual grievance procedure and grievance

arbitration.

When a grievance is in processing, there are guidelines need to

be consider:

Check the employment status to whether he is included in

a union eligible classification.

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Record the supervisor’s respondent obligation under


Review the suggested solution.

Check all the information related to the grievance and

investigation thoroughly.

Maintained a separate file for grievance material.

These guideline guarantees that it provide employee right and

protection if it is implemented properly.

The grievance is eliminated through five ways which are: open

door policy, step-review method, peer-review, ombudsman and

hearing officer. But form these the most effective way to reduce

grievance is the open door policy because employees are free to

walk to their supervisor cabin and talk about their problem at

any time. The purpose of this is to encourage employees to

communicate and discuss their matter with the supervisor and the

door of the supervisor is open all the time for everyone.

The grievance procedure also provides opportunity to employee for

upward communication, peace and fair decision. It also avoids the

appeals of the outsiders because problems can be resolved within

the organization from its roots. The main benefit of the

grievance procedure is perceived justice. An employee whose

grievance is resolve properly is satisfied with the procedure and

thinks more about the company benefits. The advantages of a

grievance procedure are:

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Through the procedure the employees get a chance to express

his matter and feeling.


moral of the employee is high.




dissatisfaction.

In the employment relations, the employees’ dissatisfactions have

been divided into two categories which are: organized and

unorganized. The first of these is used to refer to collective

form of conflict which represents attempts on the part of workers

to change the working conditions which employee think and believe

is unsatisfactory, and encompasses such actions like strike, go-

slows, and work-to rule. Unorganized conflict, in contrast,

encompasses individual based forms of behavior which are less

strategically oriented to the achievement of change. There are

three different forms of workers’ conflict which are complaint,

grievance and dispute. Complaint is the expression of worker’s

dissatisfaction may be in form of oral or written but not in a

procedural way. The dissatisfaction arises when a worker is not

happy with their job and organization did not motivate them or

does not tell clearly about their goals. The dissatisfaction

leads to complaints when a worker discuss with the other worker

within the organization. When the dissatisfaction is related to

the work and brought the case to the management then it become a

44 | P a g e

grievance. Grievance is the workers’ complaint or

dissatisfaction connected with the company which a worker feels

that something is unfair and solve through procedural way. If the

workers’ grievance is not solving through procedural way then it

become a dispute. An organization establishes a grievance

procedure which gives an opportunity to the employee to file his

or her dissatisfactions or complain related to the working

condition. The establishment of grievance procedure is in line

with the principle of “due process” which guarantees the

application of procedural justice and ethical decision making in

an organization.

To solve and reduce employees’ grievances at the lower level, the

supervisors play an important role in grievance system because

they are the closest personnel who represent the management team

in the managing subordinates. Establish a proper way to resolve

employee grievances and the role of supervisors are seen to be

important in creating a harmonious working environment. Use the

appropriate styles to resolve workers’ grievance. If is used

properly then it will improve and increase the efficiency and

effectiveness of grievance procedure. By selecting the

appropriate styles to reduce the grievances, employees will

perceive that their complain or dissatisfactions is handled in a

proper manner.

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CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY

INTRODUCTION:

Research design is the specification of the method and procedure

for acquiring the

information needed to solve the problem. The research design

followed for this research study is descriptive research design

where we find a solution to an existing problem. The problem of

this study is to find out how to reduce grievance problems in the

organizations that effect in the employees motivation & job

satisfaction.

The research methodology used as a descriptive study to find out

grievances handling is effective SSGC, to create positive work

environment so that employees get job satisfaction and

motivation. Every employee grievance is facilitated in SSGC.

There is no specific limit of grievances in a year.

Three kinds of grievances that SSGC workers come up with are:

Individual, Group or Union. Union grievances are in a high ratio

as compared with individual or group grievances, reason being

individuals prefer to go through proper channel, i.e. they

register their complaints through a Union. In SSGC it has

generally found that causes of employee grievance could be

grouped, some of the causes considered are:

Individual grievance Group grievance Union grievancePromotions Promotions

Amenities

46 | P a g e

Continuity ofServices

Compensation CompensationFines Fines

Wages WagesIncrements Increments

Recovery of duesDisciplinary actionActing Promotion Acting PromotionSafety appliance Safety appliance Safety appliance

VictimizationSuper annuation Super annuation

SupersessionTransfer Transfer

Conditions of work.

Conditions of work.

0

2

4

6

8

10

12

Individual grievance 9Group grievance 8

Union grievance 10

Type Of Greviance

Grev

ianc

e

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Individual grievance Group

grievance Union grievance

02468

10

Type of Greviance

Grev

ianc

e

POPULATION OF THE RESEARCH PROJECT:

The population of the industry was very large therefore simple

random sampling has been done for this study. The population for

the study is the employees working in SSGC. In all over Pakistan

there are:

Executives 2,500

Staff 3,000

Contract Employees 4,000

Total 10,000 employees

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Executives26%

Staff32%

Contract Employees42%

Total Employees

Executives; 2,500

Staff; 3,000

Contract ; 3,500

The target population for the study is the employees at executive

level.

SAMPLE PROCEDURE:

Sampling procedure using is Questionnaire. A questionnaire

consists of a number of question involves both specific and

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general question related to Grievance Handling. It is less time

taking and fills out the questionnaire with as many people as

possible. No one gives too much time for interview or one to one

meeting that’s why I choose Questionnaire. And use Likert Rating

scale.

SAMPLING TECHNIQUE:

Probability sampling represents sampling techniques that help

researchers to select from a population that they are interested

in studying. The units form the sample that the researcher

studies.

The sample method used is simple random sampling. It is easy to

define others and the sample is selected in a fair manner.

SAMPLING PROCESS:

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SAMPLE:

The sample size for the project was drawn to be 50 executive from

SSGC in Karachi.

SAMPLE DESIGN:

Sample Element Employees at SSGC

Sample Size 50 samples

Sample Test Percentage Method, Cross

tab

& Correlation

Sample Media Close ended Questionnaire

Sampling Method Simple Random Sampling

INSTRUMENTATION:

Instrument used in this research is a questionnaire to collect

the data from the research sample. Set of questionnaire used in

this research divided into two sections as follows:

Section A - Respondent’s background / demography.

Section B - Grievance handling in SSGC.

Questions in demography section were developed to gain

respondent’s personal information. Instrument used to measure

dependent and independent variable of grievance handling that

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helps workforce to get satisfaction and motivation by their jobs.

The instrument includes questions regarding the three hypothesis

and some questions related to the profile of respondent.

DATA COLLECTION:

In my research both secondary and primary data will be gathered

from different sources. Secondary data will be collected from

company website, published materials, books and company annual

report. Quantitative research methods would be used for

collection of data, a survey is a procedure in my research study

used to collect primary data from individuals through

Questionnaires containing close ended questions Likert-style

rating scale with five-point rating.

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DATA Fact & figures pertinent to the problemSECONDARY DATA Fact & figures already recorded prior to the projectINTERNAL DATA (inside the firm)EXTERNAL DATA (outside the firm)PRIMARY DATA Fact & figures newly collected for the project OBSERVATION DATA (watching people)QUESTIONNA-IRE DATA (asking people)

ETHICAL CONSIDERATIONS:

In this study it will be make sure that prospective research

participants must have knowledge about the procedures, objectives

and aims of the research and must give their approval to the

participate.

A number of key ethical issues arise across the stages and

duration of a research project. Before we conclude on a

discussion of these in relation to the particular stages

outlined, it is worth summarizing these key ethical issues

Wherever required in this research guarantees the

participants’ confidentiality. They are certain that identifying

information will not be reached to those who are not directly

engage in the study.

As the researcher I have these considerations in mind and they

relate to ethical issues around:

Privacy of possible and actual participants.

Voluntary nature of participation and the right to

withdraw practically or completely form the process.

Abstained from plagiarism.

Fabrication and falsification.

Faulty data-gathering procedures.

Misleading authorship.

Consent and possible deception of participants.

Reactions of participants to the way in which you seek to

collect data.

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Effects on participant of the way, in which you use,

analyze and report your data. Behavior and objectivity of

the researcher.

Sneaky publication practices.

The standards of ethical consideration are taken from Australian

Association for Research in Education (AARE) resource. The

standards of ethical consideration that are used in this research

are based on the codes of ethics in 1993 established on ongoing

ethics committee.

DATA PREPARATION:

After collecting all the data from the participants, then I

prepared the data to be analyzed for that I correctly organized

the data to save a lot of time and prevent mistakes. I choose

statistical analysis program, SPSS that is fit for my needs in

order to organize the data effectively.

CODING:

The purpose of editing is to checking and adjusting the

completeness, consistency, readability and accuracy of the data

or questionnaires received. Editing may be differentiated from

coding, which is the assignment of numerical scales or

classifying symbols to previously edited data.

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Coding is the process of assigning a number to each possible

response to a question. In this research likert scale is use and

code is form 1 to 5

Scale: 5=Totally Agree, 4 = Partially Agree, 3 = neither Agree

nor Disagree,

2 = Partially Disagree, 1 = Totally Disagree.

1. Review all responses

2. Check for errors and omissions on the questionnaires. The

unsatisfactory respondents in questionnaires would be

discarded.

3. If any question is missed then the value of that question

will be code as 0.

OPERATIONAL DEFINATION OF RESEARCH VARIABLE:

INDEPENDENT VARIABLE:

Grievance

OPERATIONAL DEFINITION:

Grievance is the workers’ complaint or dissatisfaction

connected with the company which a worker feels that something

is unfair and solve through procedural way.

Grievance handling procedure will replicate the parameters that

how many grievances records with tenure and the process that

helps to handle the issues.

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DEPENDENT VARIABLE:

Job Satisfaction

Motivation

OPERATIONAL DEFINITION:

Job satisfaction describes how satisfied the individual is with

his or her job. If the employer is happy within their job,

then he or she will be more satisfied. Job satisfaction is

linked with motivation or aptitude but they are not same.

Motivation is the driving force which help causes us to achieve

goals. Motivation is said to be intrinsic or extrinsic and job

satisfaction is correlated with the correspondence as any

complains increase.

PROCEDURE FOR TESTING HYPOTHESIS OR RESEARCH QUESTIONS :

Variables Independent variable Dependent variable

Main

VariablesGrievance

Job satisfaction

Motivation

Sub- Individual

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http://en.wikipedia.org/wiki/Motivation#Extrinsic_motivation

http://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theory

http://en.wikipedia.org/wiki/Individual

VariablesGrievance

Group Grievance

Policy Grievance

Victimization

Transfer

Conditions of work.

Increments

Safety appliance

Continuity of

Services

Compensation

Promotions

How to

measureThrough SPSS software version 16

Procedure

used for

testing

questions &

hypothesis

Percentage method

Correlation

Crosstab

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CHAPTER 04: ANALYSIS OF DATA AND INTERPRETATION OF RESULTS

INTRODUCTION:

This chapter focus on the respondents answer from that finding

and interpretation of the results drawn. A questionnaire was

analyzed and data collected and test was applied to see the

results. There were 19 questions in the questionnaire. This

chapter main focus on analysis the data through crosstab,

hypothesis by hypothesis analysis and frequency analysis and

overall correlation analysis by use of spss. Tables and figures

help in easily understanding the result and provide summary of

the data.

DATA ANALYSIS:

The findings of the study are based on the rating scale therefore

the results were analyzed based on mean, standard deviation and

variance.

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GENERAL DESCRIPTION OF DATA (Statistics):

Faceproblemsintheorganizationcallforgrievancehandlingdept.

Individualgrievance

Groupgrievance

Uniongrievance

SatisfiedwiththegrievancehandlingprocedureofHRDept

Unsatisfiedduediscrepanciesinhandlingthegrievance.

Grievancesolutioncontributetoincreaseemployeejobsatisfaction

Managementefforttodispenseoffallgrievances.

Grievanceredressing.

Managementgatherallrelevantfactsaboutthegrievance

Effectivenessofpresentgrievancehandlingpolicy

Complaintrelatedtojobconsideredforinvestigation

Grievancesolutioncontributetoincreaseemployeemotivation

Grievancesolutioncontributetoincreaseemployeeretention

Grievancesolutioncontributetoincreaseemployeefairtreatmentatalllevel?

Employeesmotivatewiththegrievanceresult

Supervisormotivatetorespondtoyourgrievance

Fairnessingrievancepolicygivesmotivation

Motivatedduringthegrievancehandlingprocess

N Valid

50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50

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Missing

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Mean

3.72

3.54

3.04

3.88

3.86

3.26

4.30

3.92

3.88

3.86

4.02

3.56

4.14

4.18

4.10

3.70

3.52

3.96

3.78

Std.Deviation

1.230

1.147

1.355

.961

1.294

1.103

.886

.804

1.136

1.069

.769

1.343

.783

.825

.789

1.249

1.015

.947

1.036

Variance

1.512

1.315

1.835

.924

1.674

1.217

.786

.647

1.291

1.143

.591

1.802

.613

.681

.622

1.561

1.030

.896

1.073

Interpretation:

The general description of data is consist of the Mean, standard

deviation and variance which show that the data is descriptively

analysis .the mean value lies from 3.26 to 4.30 which means that

the most of the respondent are agree with the statements and the

value of standard deviation lies from .7 to 1.3 and the variance

is .613 to 1.5 which represent the degree of variance in each

statement.

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Question no 01: Satisfied with the grievance handling procedure of HR DeptFrequency

Percent

ValidPercent

CumulativePercent

Valid

Strongly Disagree 3 6.0 6.0 6.0

Disagree 8 16.0 16.0 22.0

Neither Agree NorDisagree

3 6.0 6.0 28.0

Agree 15 30.0 30.0 58.0

Strongly Agree 21 42.0 42.0 100.0

Total 50 100.0 100.0

Table 1

Figure 1

Interpretation:

From the above table and chart 16% of respondents are disagree,30% agree and 42% are strongly agreed that employees aresatisfied with the grievance handling procedure of HR Department.

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Question no 02: Face problems in the organization call for grievance handling dept.

Frequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 8 16.0 16.0 22.0


4 8.0 8.0 30.0

Agree 20 40.0 40.0 70.0

Strongly Agree 15 30.0 30.0 100.0

Total 50 100.0 100.0

Table 2

Figure 2

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Interpretation:

From the above table and chart 16% of respondents are disagree,

40% agree and 30% are strongly agreed that employee face problems

in the organization call for grievance handling department.

Question no 03: Individual GrievanceFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 7 14.0 14.0 20.0


10 20.0 20.0 40.0

Agree 20 40.0 40.0 80.0

Strongly Agree 10 20.0 20.0 100.0

Total 50 100.0 100.0

Table 3

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Figure 3

Interpretation:

From the above table and chart 20% of respondents are neutral,

40% agree and 20% are strongly agreed that Individual grievance

occur frequently in SSGC.

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Question no 04: Group grievanceFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 5 10.0 10.0 30.0


17 34.0 34.0 64.0

Agree 9 18.0 18.0 82.0

Strongly Agree 9 18.0 18.0 100.0

Total 50 100.0 100.0

Table 4

Figure 4

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Interpretation:


20% strongly disagree and 18% are strongly agreed that Group

grievance occur frequently in SSGC.

Question no 05: Union grievance

Frequency PercentValidPercent

CumulativePercent

Valid Disagree 6 12.0 12.0 12.0


8 16.0 16.0 28.0

Agree 22 44.0 44.0 72.0

Strongly Agree 14 28.0 28.0 100.0

Total 50 100.0 100.0

Table 5

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Figure 5

Interpretation:


44% agree and 28% are strongly agreed that Union grievance occur

frequently in SSGC.

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Question no 06: Unsatisfied due discrepancies in handling the grievance.

Frequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 14 28.0 28.0 32.0


8 16.0 16.0 48.0

Agree 21 42.0 42.0 90.0


Total 50 100.0 100.0

Table 1

Figure 1

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Interpretation:


28% disagree and 42% are agreed that employee unsatisfied due

discrepancies in handling the grievance.

Question no 07: Grievance solution contribute to increase employee job

satisfaction

Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 4 8.0 8.0 8.0


2 4.0 4.0 12.0

Agree 19 38.0 38.0 50.0

Strongly Agree 25 50.0 50.0 100.0

Total 50 100.0 100.0

Table 2

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Figure 2

Interpretation:


38% agree and 50% are strongly agreed that grievance solution

contribute to increase employee job satisfaction.

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Question no 08: Management effort to dispense off all grievances.Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 3 6.0 6.0 6.0


9 18.0 18.0 24.0

Agree 27 54.0 54.0 78.0

Strongly Agree 11 22.0 22.0 100.0

Total 50 100.0 100.0

Table 3

Figure 3

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Interpretation:


54% agree and 22% are strongly agreed that management has been

making effort to dispense off all grievances procedural with a

view to ensure justice & satisfaction to employees.

Question no 09: Grievance redressing.Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 10 20.0 20.0 20.0


5 10.0 10.0 30.0

Agree 16 32.0 32.0 62.0

Strongly Agree 19 38.0 38.0 100.0

Total 50 100.0 100.0

Table 4

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Figure 4

Interpretation:


32% agree and 38% are strongly agreed that Grievance redressing

is one of the major components of job satisfaction.

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Question no 10: Management gather all relevant facts about the grievanceFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 6 12.0 12.0 14.0


8 16.0 16.0 30.0

Agree 19 38.0 38.0 68.0

Strongly Agree 16 32.0 32.0 100.0

Total 50 100.0 100.0

Table 5

Figure 5

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Interpretation:


38% agree and 32% are strongly agreed that management gather all

relevant facts about the grievance.

Question no 11: Effectiveness of present grievance handling policyFrequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 3 6.0 6.0 6.0


5 10.0 10.0 16.0

Agree 30 60.0 60.0 76.0

Strongly Agree 12 24.0 24.0 100.0

Total 50 100.0 100.0

Table 6

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Figure 6

Interpretation:


60% agree and 20% are strongly agreed that effectiveness of

present grievance handling policy in SSGC.

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Question no 12: Complaint related to job considered for investigationFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 8 16.0 16.0 26.0


6 12.0 12.0 38.0

Agree 16 32.0 32.0 70.0

Strongly Agree 15 30.0 30.0 100.0

Total 50 100.0 100.0

Table 7

Figure 7

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Interpretation:


32% agree and 30% are strongly agreed that every complaint

related to job considered for investigation.

Question no 13: Grievance solution contribute to increase employee motivation

Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 2 4.0 4.0 4.0


6 12.0 12.0 16.0

Agree 25 50.0 50.0 66.0

Strongly Agree 17 34.0 34.0 100.0

Total 50 100.0 100.0

Table 8

78 | P a g e

Figure 8

Interpretation:



contribute to increase employee motivation.

79 | P a g e

Question no 14: Grievance solution contribute to increase employee retention

Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 3 6.0 6.0 6.0


4 8.0 8.0 14.0

Agree 24 48.0 48.0 62.0

Strongly Agree 19 38.0 38.0 100.0

Total 50 100.0 100.0

Table 9

Figure 9

80 | P a g e

Interpretation:



contribute to increase employee retention.

Question no 15: Grievance solution contributes to increase employee fair treatment at all level

Frequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 2 4.0 4.0 4.0


7 14.0 14.0 18.0

Agree 25 50.0 50.0 68.0

Strongly Agree 16 32.0 32.0 100.0

Total 50 100.0 100.0

Table 10

81 | P a g e

Figure 10

Interpretation:


50% agree and 32% are strongly agreed grievance solution

contribute to increase employee fair treatment at all level.

82 | P a g e

Question no 16: Employees motivate with the grievance resultFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 5 10.0 10.0 20.0


3 6.0 6.0 26.0

Agree 24 48.0 48.0 74.0

Strongly Agree 13 26.0 26.0 100.0

Total 50 100.0 100.0

Table 11

Figure 11

Interpretation:

83 | P a g e

From the above table and chart 10% of respondents are strongly

disagreed, 48% agree and 26% are strongly agreed that employee

motivate with the result of grievance outcome at SSGC.

Question no 17: Supervisor motivate to respond to your grievanceFrequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 11 22.0 22.0 22.0


10 20.0 20.0 42.0

Agree 21 42.0 42.0 84.0


Total 50 100.0 100.0

Table 12

84 | P a g e

Figure 12

Interpretation:


42% agree and 22% are disagreed that supervisor motivate to

respond to your grievance.

85 | P a g e

Question no 18: Fairness in grievance policy gives motivationFrequency

Percent

ValidPercent

CumulativePercent

Valid

Disagree 6 12.0 12.0 12.0


5 10.0 10.0 22.0

Agree 24 48.0 48.0 70.0

Strongly Agree 15 30.0 30.0 100.0

Total 50 100.0 100.0

Table 13

Figure 13

86 | P a g e

Interpretation:


48% agree and 30% are strongly agreed that fairness in grievance

policy give motivation to performing the task of the job.

Question no19: Motivated during the grievance handling processFrequency

Percent

ValidPercent

CumulativePercent

Valid


Disagree 5 10.0 10.0 12.0


12 24.0 24.0 36.0

Agree 18 36.0 36.0 72.0

Strongly Agree 14 28.0 28.0 100.0

Total 50 100.0

100.0

Table 14

87 | P a g e

Figure 14

Interpretation:


36% agree and 28% are strongly agree that employee feel motivated

during the grievance handling process.

Crosstabs

Grievance solution contribute to increase employee job satisfaction * Motivated

during the grievance handling process

Motivated during the grievancehandling process

Total

88 | P a g e

StronglyDisagree

Disagree

NeitherAgreeNorDisagree

Agree

StronglyAgree

Grievancesolutioncontribute toincreaseemployee jobsatisfaction

Disagree Count 1 1 2 0 0 4% withinMotivatedduring thegrievancehandlingprocess

100.0% 20.0% 16.7% .0% .0% 8.0%


Count 0 0 1 1 0 2% withinMotivatedduring thegrievancehandlingprocess

.0% .0% 8.3% 5.6% .0% 4.0%

Agree Count 0 3 3 8 5 19% withinMotivatedduring thegrievancehandlingprocess

.0% 60.0% 25.0% 44.4%

35.7% 38.0%

StronglyAgree


.0% 20.0% 50.0% 50.0%

64.3% 50.0%

Total Count 1 5 12 18 14 50% withinMotivatedduring thegrievancehandlingprocess

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

89 | P a g e

Symmetric Measures

Value

Asymp. Std.

Errora Approx. Tb

Approx.

Sig.

Interval by

Interval

Pearson's R .429 .123 3.290 .002c

Ordinal by

Ordinal

Spearman

Correlation

.317 .131 2.313 .025c

N of Valid Cases 50

Interpretation:

64.3% of respondent who strongly agree that grievance solution

contribute to increase employee job satisfaction also agree they

feel motivated during the grievance handling process.

0% of respondent who neither agree nor disagree that grievance

solution contribute to increase employee job satisfaction also

strongly disagree that motivated during the grievance handling

process.

Grievance solution contributes to increase employee job satisfaction * Employees

motivate with the grievance result

Employees motivate with the grievanceresult

Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Grievance Disagree Count 0 0 0 1 3 4

90 | P a g e

solutioncontribute toincreaseemployee jobsatisfaction

% withinEmployeesmotivate withthe grievanceresult

.0% .0% .0% 4.2% 23.1% 8.0%


Count 1 1 0 0 0 2% withinEmployeesmotivate withthe grievanceresult

20.0% 20.0% .0% .0% .0% 4.0%

Agree Count 2 1 1 10 5 19% withinEmployeesmotivate withthe grievanceresult

40.0% 20.0% 33.3% 41.7%

38.5% 38.0%

StronglyAgree


40.0% 60.0% 66.7% 54.2%

38.5% 50.0%

Total Count% withinEmployeesmotivate withthe grievanceresult

5100.0%

5100.0%

3100.0%

24100.0%

13100.0%

50100.0%

Symmetric Measures

ValueAsymp. Std.Errora Approx. Tb

Approx.Sig.

Interval byInterval

Pearson's R -.101 .141 -.706 .484c

Ordinal byOrdinal

SpearmanCorrelation

-.117 .152 -.820 .416c

N of Valid Cases 50

91 | P a g e

Interpretation:


contribute to increase employee job satisfaction also neither

agree nor disagree that employee motivated with the grievance

result.



neither agree nor disagree that employee motivated with the

grievance result.

Grievance solution contributes to increase employee job satisfaction * Grievance

solution contributes to increase employee retention

Grievance solution contributeto increase employee retention

TotalDisagree

NeitherAgree NorDisagree

Agree

StronglyAgree

Grievancesolutioncontribute toincrease employeejob satisfaction

Disagree Count 1 0 3 0 4% withinGrievancesolutioncontribute toincrease employeeretention

33.3% .0% 12.5%

.0% 8.0%


Count 0 0 1 1 2% withinGrievancesolutioncontribute toincrease employeeretention

.0% .0% 4.2% 5.3% 4.0%

Agree Count 0 3 5 11 19

92 | P a g e

% withinGrievancesolutioncontribute toincrease employeeretention

.0% 75.0% 20.8%

57.9% 38.0%

StronglyAgree

Count 2 1 15 7 25% withinGrievancesolutioncontribute toincrease employeeretention

66.7% 25.0% 62.5%

36.8% 50.0%

Total Count 3 4 24 19 50% withinGrievancesolutioncontribute toincrease employeeretention

100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .064 .162 .445 .658c

Ordinal byOrdinal

SpearmanCorrelation

-.070 .142 -.489 .627c

N of Valid Cases 50

Interpretation:

62.5% of respondent who strongly agree that grievance solutioncontribute to increase employee job satisfaction also agree thatgrievance solution contribute to increase employee retention.

0% of respondent who neither agree nor disagree that grievancesolution contribute to increase employee job satisfaction alsoneither agree nor disagree that employee motivated with thegrievance result

93 | P a g e

Grievance solution contribute to increase employee job

satisfaction * Effectiveness of present grievance handling policy

Effectiveness of presentgrievance handling policy

TotalDisagree


Agree

StronglyAgree

Grievancesolutioncontribute toincrease employeejob satisfaction

Disagree Count 0 0 2 2 4% withinEffectiveness ofpresent grievancehandling policy

.0% .0% 6.7% 16.7% 8.0%


Count 1 0 1 0 2% withinEffectiveness ofpresent grievancehandling policy

33.3% .0% 3.3% .0% 4.0%

Agree Count 0 3 9 7 19% withinEffectiveness ofpresent grievancehandling policy

.0% 60.0% 30.0%

58.3% 38.0%

StronglyAgree


66.7% 40.0% 60.0%

25.0% 50.0%

Total Count 3 5 30 12 50% withinEffectiveness ofpresent grievancehandling policy

100.0%

100.0% 100.0%

100.0% 100.0%

94 | P a g e

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R -.159 .140 -1.113 .271c

Ordinal byOrdinal

SpearmanCorrelation

-.196 .141 -1.385 .172c

N of Valid Cases 50

Interpretation:


contribute to increase employee job satisfaction also disagree

that present grievance handling policy is effective.



neither agree nor disagree that present grievance handling policy

is effective.

Group grievance * Motivated during the grievance handling process

Motivated during the grievance handlingprocess

Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Groupgrievance

StronglyDisagree

Count 0 2 2 6 0 10% withinMotivated duringthe grievancehandling process

.0% 40.0% 16.7% 33.3%

.0% 20.0%

Disagree Count 0 1 2 0 2 5

95 | P a g e

% withinMotivated duringthe grievancehandling process

.0% 20.0% 16.7% .0% 14.3% 10.0%



.0% 20.0% 25.0% 33.3%

50.0% 34.0%

Agree Count 0 1 3 2 3 9% withinMotivated duringthe grievancehandling process

.0% 20.0% 25.0% 11.1%

21.4% 18.0%

StronglyAgree


100.0% .0% 16.7% 22.2%

14.3% 18.0%

Total Count 1 5 12 18 14 50% withinMotivated duringthe grievancehandling process

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .094 .143 .652 .518c

Ordinal byOrdinal

SpearmanCorrelation

.104 .135 .724 .472c

N of Valid Cases 50

Interpretation:

33% of respondent who neither agree nor disagree that group

grievance occur frequently in SSGC also neither agree nor

disagree that employee motivated during the grievance handling

process.

96 | P a g e

0% of respondent who disagree that group grievance also strongly

disagree occur frequently in SSGC that employee motivated during

the grievance handling process.

Group grievance * Employees motivate with the grievance result


Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Groupgrievance

StronglyDisagree


80.0% .0% 66.7% 4.2% 23.1% 20.0%

Disagree Count 0 2 0 2 1 5% withinEmployeesmotivate withthe grievanceresult

.0% 40.0% .0% 8.3% 7.7% 10.0%



20.0% .0% 33.3% 45.8%

30.8% 34.0%


.0% 40.0% .0% 16.7%

23.1% 18.0%

Strongly Count 0 1 0 6 2 9

97 | P a g e

Agree % withinEmployeesmotivate withthe grievanceresult

.0% 20.0% .0% 25.0%

15.4% 18.0%

Total Count % withinEmployeesmotivate withthe grievanceresult

5100.0%

5100.0%

3100.0%

24100.0%

13100.0%

50100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .297 .143 2.152 .036c

Ordinal byOrdinal

SpearmanCorrelation

.214 .154 1.517 .136c

N of Valid Cases 50

Interpretation:

33% of respondent who neither agree nor disagree that group


disagree that employee motivated with the grievance result.

0% of respondent who disagree that group grievance occur

frequently in SSGC also strongly disagree that employee motivated

with the grievance result.

Group grievance * Effectiveness of present grievance

handling policy

Effectiveness of present grievancehandling policy

Total

98 | P a g e

Disagree

NeitherAgree NorDisagree Agree

StronglyAgree

Groupgrievance

StronglyDisagree


33.3% 20.0% 20.0% 16.7% 20.0%


33.3% 20.0% 6.7% 8.3% 10.0%



.0% 40.0% 36.7% 33.3% 34.0%


33.3% .0% 23.3% 8.3% 18.0%

StronglyAgree


.0% 20.0% 13.3% 33.3% 18.0%

Total Count% withinEffectiveness ofpresent grievancehandling policy

3100.0%

5100.0%

30100.0%

12100.0%

50100.0%

Symmetric Measures

Value

Asymp.Std.Errora Approx. Tb Approx. Sig.

Intervalby

Pearson's R .176 .142 1.235 .223c

Ordinalby

Spearman Correlation .164 .146 1.149 .256c

N of Valid Cases 50

99 | P a g e

Interpretation:

40%of respondent who neither agree nor disagree that group


disagree that present grievance handling policy is effective.

0% of respondent who agree that group grievance occur frequently

in SSGC also neither agree nor disagree that present grievance

handling policy is effective.

Individual grievance * Motivated during the grievance handling process


Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Individualgrievance

StronglyDisagree


.0% .0% .0% 5.6% 14.3% 6.0%


.0% 20.0% 33.3% 5.6% 7.1% 14.0%

Neither Count 1 3 2 4 0 10

100 | P a g e

Agree NorDisagree

% withinMotivatedduring thegrievancehandlingprocess

100.0% 60.0% 16.7% 22.2%

.0% 20.0%


.0% 20.0% 41.7% 50.0%

35.7% 40.0%

StronglyAgree


.0% .0% 8.3% 16.7%

42.9% 20.0%

Total Count% withinMotivatedduring thegrievancehandlingprocess

1100.0%

5100.0%

12100.0%

18100.0%

14100.0%

50100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .257 .138 1.840 .072c

Ordinal byOrdinal

SpearmanCorrelation

.345 .139 2.546 .014c

N of Valid Cases 50

101 | P a g e

Interpretation:

50%of respondent who agree that individual grievance occur

frequently in SSGC also agree that employee motivated during the

grievance handling process.

0%of respondent who strongly disagree that individual grievance

occur frequently in SSGC also strongly disagree that employee

motivated during the grievance handling process.

Individual grievance * Employees motivate with the grievance result


Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Individualgrievance

StronglyDisagree


.0% .0% 33.3% 8.3% .0% 6.0%


40.0% 20.0% .0% 12.5%

7.7% 14.0%



60.0% .0% .0% 12.5%

30.8% 20.0%

Agree Count 0 3 2 8 7 20

102 | P a g e

% withinEmployeesmotivate withthe grievanceresult

.0% 60.0% 66.7% 33.3%

53.8% 40.0%

StronglyAgree


.0% 20.0% .0% 33.3%

7.7% 20.0%

Total Count 5 5 3 24 13 50% withinEmployeesmotivate withthe grievanceresult

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .201 .110 1.420 .162c

Ordinal byOrdinal

SpearmanCorrelation

.144 .122 1.006 .320c

N of Valid Cases 50

Interpretation:

66.7%of respondent who agree that individual grievance occur

frequently in SSGC also neither agree nor disagree that employee

motivated with the grievance result.


occur frequently in SSGC also strongly disagree that employee

motivated with the grievance result.

103 | P a g e

Individual grievance * Grievance solution contribute to increase employee

retention

Grievance solution contribute toincrease employee retention

TotalDisagree


Agree

Strongly Agree

Individualgrievance

StronglyDisagree

Count 0 1 1 1 3% within Grievancesolution contributeto increase employeeretention

.0% 25.0% 4.2% 5.3% 6.0%

Disagree Count 0 1 1 5 7% within Grievancesolution contributeto increase employeeretention

.0% 25.0% 4.2% 26.3% 14.0%



66.7% 25.0% 20.8%

10.5% 20.0%

Agree Count 0 1 12 7 20% within Grievancesolution contributeto increase employeeretention

.0% 25.0% 50.0%

36.8% 40.0%

StronglyAgree


33.3% .0% 20.8%

21.1% 20.0%

Total Count 3 4 24 19 50% within Grievancesolution contributeto increase employeeretention

100.0%

100.0% 100.0%

100.0% 100.0%

104 | P a g e

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .025 .146 .170 .865c

Ordinal byOrdinal

SpearmanCorrelation

.023 .154 .157 .876c

N of Valid Cases 50

Interpretation:


frequently in SSGC also agree that grievance solution contributes

to increase employee retention.


occur frequently in SSGC also disagree that grievance solution

contributes to increase employee retention.

Individual grievance * Effectiveness of present grievance handling policy


Total

Disagree


Agree

Strongly Agree

Individualgrievance

StronglyDisagree


.0% .0% 10.0%

.0% 6.0%


33.3% 40.0% 13.3%

.0% 14.0%

Neither Count 1 0 5 4 10

105 | P a g e

Agree NorDisagree

% withinEffectiveness ofpresent grievancehandling policy

33.3% .0% 16.7%

33.3% 20.0%


33.3% 40.0% 40.0%

41.7% 40.0%

StronglyAgree


.0% 20.0% 20.0%

25.0% 20.0%


100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .196 .109 1.383 .173c

Ordinal byOrdinal

SpearmanCorrelation

.180 .125 1.266 .212c

N of Valid Cases 50

Interpretation:


frequently in SSGC also agree that present grievance handling

policy is effective.


occur frequently in SSGC also disagree that present grievance


106 | P a g e

Union grievance * Motivated during the grievance handling process


Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Uniongrievance

Disagree Count 0 1 2 2 1 6% withinMotivated duringthe grievancehandling process

.0% 20.0% 16.7% 11.1%

7.1% 12.0%



100.0% .0% 8.3% 5.6% 35.7% 16.0%

Agree Count 0 3 7 6 6 22% withinMotivated duringthe grievancehandling process

.0% 60.0% 58.3% 33.3%

42.9% 44.0%

StronglyAgree


.0% 20.0% 16.7% 50.0%

14.3% 28.0%

Total Count 1 5 12 18 14 50% withinMotivated duringthe grievancehandling process

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric MeasuresValue Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval byInterval

Pearson's R .034 .134 .239 .812c

Ordinal by Ordinal Spearman Correlation -.015 .139 -.103 .918c

N of Valid Cases 50

107 | P a g e

Interpretation:

60%of respondent who agree that union grievance occur frequently

in SSGC also disagree that employee motivated during the

grievance handling process.

0%of respondent who disagree that union grievance occur

frequently in SSGC also strongly disagree that employee motivated

during the grievance handling process.

Union grievance * Employees motivate with the grievance result


Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Uniongrievance


60.0% .0% 33.3% 8.3% .0% 12.0%



.0% 20.0% 33.3% 20.8%

7.7% 16.0%


40.0% 80.0% 33.3% 37.5%

46.2% 44.0%


108 | P a g e


.0% .0% .0% 33.3%

46.2% 28.0%

Total Count 5 5 3 24 13 50% withinEmployeesmotivate withthe grievanceresult

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .445 .113 3.444 .001c

Ordinal byOrdinal

SpearmanCorrelation

.434 .101 3.334 .002c

N of Valid Cases 50

Interpretation:

80%of respondent who agree that union grievance occur frequently

in SSGC also disagree that employee motivated with the grievance

result.


frequently in SSGC also disagree that employee motivated with the

grievance result.

Union grievance * Grievance solution contribute to increase employee retention

Grievance solution contribute toincrease employee retention

TotalDisagree


Agree

Strongly Agree

Union Disagree Count 0 2 1 3 6

109 | P a g e

grievance

% within Grievancesolution contribute toincrease employeeretention

.0% 50.0% 4.2% 15.8% 12.0%


Count 1 0 4 3 8% within Grievancesolution contribute toincrease employeeretention

33.3% .0% 16.7%

15.8% 16.0%

Agree Count 2 1 10 9 22% within Grievancesolution contribute toincrease employeeretention

66.7% 25.0% 41.7%

47.4% 44.0%

StronglyAgree

Count 0 1 9 4 14% within Grievancesolution contribute toincrease employeeretention

.0% 25.0% 37.5%

21.1% 28.0%

Total Count 3 4 24 19 50% within Grievancesolution contribute toincrease employeeretention

100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .028 .136 .193 .848c

Ordinal byOrdinal

SpearmanCorrelation

-.024 .145 -.164 .870c

N of Valid Cases 50

Interpretation:

47.4%of respondent who agree that union grievance occur

frequently in SSGC also strongly agree that grievance solution


110 | P a g e


frequently in SSGC also disagree that grievance solution


Union grievance * Effectiveness of present grievance handling policy


TotalDisagree


Agree

Strongly Agree

Uniongrievance


33.3% 40.0% 10.0%

.0% 12.0%



.0% 20.0% 20.0%

8.3% 16.0%


66.7% 20.0% 46.7%

41.7% 44.0%

StronglyAgree


.0% 20.0% 23.3%

50.0% 28.0%


100.0%

100.0% 100.0%

100.0% 100.0%

111 | P a g e

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .362 .121 2.692 .010c

Ordinal byOrdinal

SpearmanCorrelation

.365 .121 2.720 .009c

N of Valid Cases 50

Interpretation:

66.7%of respondent who agree that union grievance occur

frequently in SSGC also disagree that present grievance handling



frequently in SSGC also strongly agree that present grievance


Management effort to dispense off all grievances * Motivated during the

grievance handling process

Motivated during the grievancehandling process

Total

StronglyDisagree

Disagree


Agree

StronglyAgree

Managementeffort todispense offallgrievances.


.0% 20.0% .0% 11.1%

.0% 6.0%

Neither Count 0 0 4 2 3 9

112 | P a g e

AgreeNorDisagree

% withinMotivatedduring thegrievancehandlingprocess

.0% .0% 33.3% 11.1%

21.4% 18.0%


100.0% 60.0% 41.7% 55.6%

57.1% 54.0%

StronglyAgree


.0% 20.0% 25.0% 22.2%

21.4% 22.0%

Total Count 1 5 12 18 14 50% withinMotivatedduring thegrievancehandlingprocess

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .052 .132 .360 .720c

Ordinal byOrdinal

SpearmanCorrelation

.038 .136 .260 .796c

N of Valid Cases 50

113 | P a g e

Interpretation:

100%of respondent who agree that management effort to dispense

off all grievances also strongly disagree that motivated during


0% of respondent who disagree that management effort to dispense

off all grievances also strongly disagree that motivated during


Management effort to dispense off all grievances * Employees motivate with the

grievance result


Total

StronglyDisagree

Disagree


Agree

StronglyAgree



60.0% .0% .0% .0% .0% 6.0%



20.0% 40.0% 66.7% 12.5%

7.7% 18.0%


.0% 40.0% 33.3% 66.7%

61.5% 54.0%


114 | P a g e


20.0% 20.0% .0% 20.8%

30.8% 22.0%

Total Count% withinEmployeesmotivate withthe grievanceresult

5100.0%

5100.0%

3100.0%

24100.0%

13100.0%

50100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .483 .155 3.826 .000c

Ordinal byOrdinal

SpearmanCorrelation

.391 .148 2.946 .005c

N of Valid Cases 50

Interpretation:

66.7%of respondent who agree that management effort to dispense

off all grievances also agree that employees motivate with the

grievance result.

0%of respondent who disagree that management effort to dispense

off all grievances also disagree that employees motivate with the

grievance result.

Management effort to dispense off all grievances * Grievance solution contribute

to increase employee retention

Grievance solution contributeto increase employee retention

Total

115 | P a g e

Disagree


Agree

StronglyAgree

Managementeffort todispense offall grievances.

Disagree Count 1 0 1 1 3% within Grievancesolutioncontribute toincrease employeeretention

33.3% .0% 4.2% 5.3% 6.0%


Count 0 1 4 4 9% within Grievancesolutioncontribute toincrease employeeretention

.0% 25.0% 16.7%

21.1% 18.0%

Agree Count 2 3 14 8 27% within Grievancesolutioncontribute toincrease employeeretention

66.7% 75.0% 58.3%

42.1% 54.0%

StronglyAgree

Count 0 0 5 6 11% within Grievancesolutioncontribute toincrease employeeretention

.0% .0% 20.8%

31.6% 22.0%

Total Count 3 4 24 19 50% within Grievancesolutioncontribute toincrease employeeretention

100.0%

100.0% 100.0%

100.0% 100.0%

Symmetric Measures


Approx.Sig.

Interval byInterval

Pearson's R .176 .151 1.238 .222c

Ordinal byOrdinal

SpearmanCorrelation

.140 .142 .979 .333c

N of Valid Cases 50

116 | P a g e

Interpretation:

75%of respondent who agree that management effort to dispense off

all grievances also neither agree nor disagree that grievance

solution contributes to increase employee retention.


off all grievances also neither agree nor disagree that grievance

solution contribute to increase employee retention.

Management effort to dispense off all grievances. * Effectiveness of present

grievance handling policy

Effectiveness of presentgrievance handling policy Total

Disagree

NeitherAgreeNorDisagree Agree

StronglyAgree


Disagree


33.3% 20.0% 3.3% .0% 6.0%



33.3% 20.0% 20.0% 8.3% 18.0%


33.3% 20.0% 60.0% 58.3% 54.0%

Strong Count 0 2 5 4 11

117 | P a g e

lyAgree

% withinEffectiveness ofpresent grievancehandling policy

.0% 40.0% 16.7% 33.3% 22.0%


100.0%

100.0% 100.0% 100.0%

100.0%

Symmetric Measures

ValueAsymp. Std.Errora

Approx.Tb Approx. Sig.

Interval byInterval

Pearson's R .333 .143 2.444 .018c

Ordinal byOrdinal

SpearmanCorrelation

.270 .146 1.943 .058c

N of Valid Cases 50

Interpretation:

60% of respondent who agree that management effort to dispense

off all grievances also agree that present grievance handling



off all grievances also strongly disagree that present grievance


RESEARCH QUESTION

QUESTION NO: 01

To review conflict management process in gas industry?

118 | P a g e

ANSWER NO: 01

A conflict form is filled including all the details of the

conflict of the appraisee , it is submitted to GM HR he then

direct it to the employee dealing with the conflict management in

the HR department, then the head of HR and head of the appraisee(

the person who has registered his conflict) discuss the problem

and then conduct a meeting with the appraisee to deal with

result.

QUESTION NO: 02

To evaluate the trend pertaining to grievance handling & conflict

causes.

ANSWER NO: 02

Every employee grievance is facilitated in SSGC. There is no

specific limit of grievances in a year. Approximately 700

complaints are registered on a yearly basis; however the number

of grievances may vary. Currently there are approximately 500

registered complains which are under consideration, but have not

been resolved yet.

Causes of employee grievance:

Promotions. Compensation Fines Wages Increments Safety appliance

119 | P a g e

QUESTION NO: 03

What kinds of problems are logged or arises.

ANSWER NO: 03

Problem usually arises from performance management the rating

given to the employee, if the employee is not satisfied with the

rating bonus or promotion given to him, he can register his

conflict to the HR department.

QUESTION NO: 04

Investigate the results of the cases registered / logged.

ANSWER NO: 04

The cases are registered on the bases of work condition, job security and the policy of the grievance procedure.

120 | P a g e

HYPOTHESIS TO HYPOTHESIS ANALYSIS:

Correlations

Overall Question Analysis

Grev

ianc

e

proc

edur

e

Sati

sfie

d

grie

vanc

e

hand

ling

proc

edur

e

Unsat

isfie

d due

discr

epanc

ies

Griev

ance

solut

ion

incre

ase

job

satis

facti

on

Grie

vanc

e

redr

essi

ng.

Manag

ement

gathe

r

relev

ant

facts

pres

ent

grie

vanc

e

hand

ling

poli

cy

Comp

lain

t

rela

ted

to

job

cons

ider

ed

Grie

vanc

e

solu

tion

incr

ease

empl

oyee

moti

vati

on

Grie

vanc

e

solu

tion

incr

ease

empl

oyee

rete

ntio

n

empl

oyee

fair

trea

tmen

t at

all

leve

l

moti

vati

on

with

the

grie

vanc

e

resu

lt

Supe

rvis

or

moti

vate

by

resp

ond

to

grie

vanc

e

Moti

vate

d

duri

ng

grie

vanc

e

hand

ling

proc

ess

Grevi

ance

proce

dure

Pears

on

Corre

latio

n

1 .142 -.051-.296*

.005 .202 .200 .109-.06

4

-.17

1.008 .130 .299*

-.06

5

Sig.

(2-

taile

d)

.327 .727 .037 .974 .159 .163 .450 .656 .236 .954 .368 .035 .652

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Satis

fied

griev

ance

handl

Pears

on

Corre

latio

n

.142 1 -.146 .020.502*

*.546**

.372**

.493*

*.060 .005

.314*

.542*

*.212 .190

121 | P a g e

ing

proce

dure

Sig.

(2-

taile

d)

.327 .313 .893 .000 .000 .008 .000 .679 .973 .026 .000 .139 .187

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Unsat

isfie

d due

discr

epanc

ies

Pears

on

Corre

latio

n

-.05

1

-.14

61 -.102 .042 .031 .114 .079 .122

.396**

-.03

0

-.09

0.223

-.27

0

Sig.

(2-

taile

d)

.727 .313 .480 .774 .828 .430 .586 .397 .004 .834 .533 .119 .058

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Griev

ance

solut

ion

incre

ase

job

satis

facti

on

Pears

on

Corre

latio

n

-.29

6*.020 -.102 1

-.18

6.024

-.15

9

-.16

1.115 .064

-.10

2

-.10

1.027

.429**

Sig.

(2-

taile

d)

.037 .893 .480 .195 .870 .271 .263 .428 .658 .480 .484 .851 .002

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Griev

ance

redre

ssing

.

Pears

on

Corre

latio

n

.005 .502**

.042 -.186 1 .339* .330*

.540*

*

.042 .089 .287*

.520*

*

-.03

3

.098

122 | P a g e

Sig.

(2-

taile

d)

.974 .000 .774 .195 .016 .019 .000 .771 .540 .043 .000 .819 .496

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Manag

ement

gathe

r

relev

ant

facts

Pears

on

Corre

latio

n

.202.546**

.031 .024 .339* 1 .276.440*

*.024 .260 .235

.457*

*.238 .156

Sig.

(2-

taile

d)

.159 .000 .828 .870 .016 .052 .001 .869 .068 .101 .001 .096 .280

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

prese

nt

griev

ance

handl

ing

polic

y

Pears

on

Corre

latio

n

.200.372**

.114 -.159 .330* .276 1.424*

*

.402*

*.123

.535**

.644*

*.274

-.07

1

Sig.

(2-

taile

d)

.163 .008 .430 .271 .019 .052 .002 .004 .395 .000 .000 .054 .623

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Compl

aint

relat

ed to

job

Pears

on

Corre

latio

n

.109 .493**

.079 -.161 .540*

*

.440** .424**

1 .137 .294*

.389**

.650*

*

.381*

*

.090

123 | P a g e

consi

dered

Sig.

(2-

taile

d)

.450 .000 .586 .263 .000 .001 .002 .341 .038 .005 .000 .006 .532

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Griev

ance

solut

ion

incre

ase

emplo

yee

motiv

ation

Pears

on

Corre

latio

n

-.06

4.060 .122 .115 .042 .024

.402**

.137 1 .213.307*

.190 .318*-.21

3

Sig.

(2-

taile

d)

.656 .679 .397 .428 .771 .869 .004 .341 .138 .030 .187 .025 .138

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Griev

ance

solut

ion

incre

ase

emplo

yee

reten

tion

Pears

on

Corre

latio

n

-.17

1.005 .396** .064 .089 .260 .123 .294* .213 1 .034 .014 .154 .023

Sig.

(2-

taile

d)

.236 .973 .004 .658 .540 .068 .395 .038 .138 .812 .924 .286 .872

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

emplo

yee

fair

treat

ment

Pears

on

Corre

latio

n

.008 .314*

-.030 -.102 .287* .235 .535**

.389*

*

.307* .034 1 .611*

*

.189 -.04

7

124 | P a g e

at

all

level

Sig.

(2-

taile

d)

.954 .026 .834 .480 .043 .101 .000 .005 .030 .812 .000 .190 .744

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

motiv

ation

with

the

griev

ance

resul

t

Pears

on

Corre

latio

n

.130.542**

-.090 -.101.520*

*.457**

.644**

.650*

*.190 .014

.611**

1 .319* .043

Sig.

(2-

taile

d)

.368 .000 .533 .484 .000 .001 .000 .000 .187 .924 .000 .024 .769

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Super

visor

motiv

ate

by

respo

nd to

griev

ance

Pears

on

Corre

latio

n

.299*

.212 .223 .027-.03

3.238 .274

.381*

*.318* .154 .189 .319* 1

-.14

1

Sig.

(2-

taile

d)

.035 .139 .119 .851 .819 .096 .054 .006 .025 .286 .190 .024 .328

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Motiv

ated

durin

g

griev

Pears

on

Corre

latio

n

-.06

5

.190 -.270 .429*

*

.098 .156 -.07

1

.090 -.21

3

.023 -.04

7

.043 -.14

1

1

125 | P a g e

ance

handl

ing

proce

ss

Sig.

(2-

taile

d)

.652 .187 .058 .002 .496 .280 .623 .532 .138 .872 .744 .769 .328

N 50 50 50 50 50 50 50 50 50 50 50 50 50 50

Interpretation:

In the correlation table the calculated value of each correlation

is shown. The significance level (or p-value) is the probability

of obtaining results as extreme as the one observed. The

calculated value is less than 0.05 that means that the

correlation is significant and the two variables are linearly

related.

INTERPRETATION HYPOTHESIS BASE:

Hypothesis no 01:

H0: Grievance handling procedure is not effective in SSGC.

H1: Grievance handling procedure is effective in SSGC

126 | P a g e

Correlations

Face problems in the

organization call for

grievance handling

dept.

Individua

l

grievance

Group

grievanc

e

Union

grievanc

e

Face problems in the

organization call for

grievance handling

dept.

Pearson

Correlati

on

1 .138 .031 .040

Sig. (2-

tailed).338 .829 .782

N 50 50 50 50

Individual grievance Pearson

Correlati

on

.138 1 .117 .264

Sig. (2-

tailed).338 .418 .064

N 50 50 50 50

Group grievance Pearson

Correlati

on

.031 .117 1 .145

Sig. (2-

tailed).829 .418 .316

N 50 50 50 50

Union grievance Pearson

Correlati

on

.040 .264 .145 1

Sig. (2-

tailed).782 .064 .316

N 50 50 50 50

127 | P a g e

Interpretation:

The correlation matrix indicates the large correlation between

grievance handling procedure to its dependent variable which is

individual, group and union grievance. The above chart shows the

correlation among the variables




calculated value is large than 0.05 this mean that null

hypothesis is accepted that means that the correlation is not

significant and the two variables are not linearly related hence

it proved that the grievance handling procedure is not effective

in SSGC.

Hypothesis no 02:

H0: Grievances not arise when employees fail to get satisfaction fromthe job at SSGC.

H2: Grievances arise when employees fail to get satisfaction from thejob at SSGC

Correlations

128 | P a g e

Face

problems in

the

organizatio

n call for

grievance

handling

dept.

Satisfied

with the

grievance

handling

procedure

of HR

Dept

Unsatisfied

due

discrepanci

es in

handling

the

grievance.

Grievance

solution

contribute

to

increase

employee

job

satisfacti

on

Management

gather all

relevant

facts about

the

grievance

Complain

t

related

to job

consider

ed for

investig

ation

Face

problems in

the

organizatio

n call for

grievance

handling

dept.

Pearson

Correlat

ion

1 .142 -.051 -.296* .202 .109

Sig. (2-

tailed).327 .727 .037 .159 .450

N50 50 50 50 50 50

Satisfied

with the

grievance

handling

procedure

of HR Dept

Pearson

Correlat

ion

.142 1 -.146 .020 .546** .493**

Sig. (2-

tailed).327 .313 .893 .000 .000

N 50 50 50 50 50 50

Unsatisfied

due

discrepanci

es in

handling

the

grievance.

Pearson

Correlat

ion

-.051 -.146 1 -.102 .031 .079

Sig. (2-

tailed).727 .313 .480 .828 .586

N 50 50 50 50 50 50

Grievance

solution

contribute

Pearson

Correlat

ion

-.296* .020 -.102 1 .024 -.161

129 | P a g e

to increase

employee

job

satisfactio

n

Sig. (2-

tailed).037 .893 .480 .870 .263

N50 50 50 50 50 50

Management

gather all

relevant

facts about

the

grievance

Pearson

Correlat

ion

.202 .546** .031 .024 1 .440**

Sig. (2-

tailed).159 .000 .828 .870 .001

N 50 50 50 50 50 50

Complaint

related to

job

considered

for

investigati

on

Pearson

Correlat

ion

.109 .493** .079 -.161 .440** 1

Sig. (2-

tailed).450 .000 .586 .263 .001

N 50 50 50 50 50 50

Interpretation:




calculated value is very less than 0.05 that means that the


related. Hence null hypothesis is rejected means that is

Grievances not arise when employees fail to get satisfaction from

the job at SSGC hence it is prove that alternative hypothesis is

accepted.

130 | P a g e

Hypothesis no 03:

H0: Job satisfaction and motivation will not be helpful to reduce

the number of grievance rates at SSGC.

H3: Job satisfaction and motivation will be helpful to reduce the

number of grievance rates at SSGC.

Correlations

Face

problems

in the

organizat

ion call

for

grievance

handling

dept.

Unsatisfie

d due

discrepanc

ies in

handling

the

grievance.

Grievance

solution

contribut

e to

increase

employee

job

satisfact

ion

Complaint

related

to job

considere

d for

investiga

tion

Fairness

in

grievanc

e policy

gives

motivati

on

Employee

s

motivate

with the

grievanc

e result

Supervis

or

motivate

to

respond

to your

grievanc

e

Face

problems

in the

Pearson

Correla

tion

1 -.051 -.296* .109 -.168 .130 .299*

131 | P a g e

organizati

on call

for

grievance

handling

dept.

Sig.

(2-

tailed)

.727 .037 .450 .245 .368 .035

N50 50 50 50 50 50 50

Unsatisfie

d due

discrepanc

ies in

handling

the

grievance.

Pearson

Correla

tion

-.051 1 -.102 .079 -.107 -.090 .223

Sig.

(2-

tailed)

.727 .480 .586 .459 .533 .119

N 50 50 50 50 50 50 50

Grievance

solution

contribute

to

increase

employee

job

satisfacti

on

Pearson

Correla

tion

-.296* -.102 1 -.161 .306* -.101 .027

Sig.

(2-

tailed)

.037 .480 .263 .030 .484 .851

N50 50 50 50 50 50 50

Complaint

related to

job

considered

for

investigat

ion

Pearson

Correla

tion

.109 .079 -.161 1 .066 .650** .381**

Sig.

(2-

tailed)

.450 .586 .263 .648 .000 .006

N 50 50 50 50 50 50 50

Fairness

in

grievance

Pearson

Correla

tion

-.168 -.107 .306* .066 1 .041 -.190

132 | P a g e

policy

gives

motivation

Sig.

(2-

tailed)

.245 .459 .030 .648 .775 .186

N 50 50 50 50 50 50 50

Employees

motivate

with the

grievance

result

Pearson

Correla

tion

.130 -.090 -.101 .650** .041 1 .319*

Sig.

(2-

tailed)

.368 .533 .484 .000 .775 .024

N 50 50 50 50 50 50 50

Supervisor

motivate

to respond

to your

grievance

Pearson

Correla

tion

.299* .223 .027 .381** -.190 .319* 1

Sig.

(2-

tailed)

.035 .119 .851 .006 .186 .024

N 50 50 50 50 50 50 50

Interpretation:




calculated value is less than 0.05 that means that the


related. The significance level for unsatisfied due to

discrepancies is -.051 and the motivation is -1.30 with relate to

grievance procedure is relatively small 0.024 than 0.05 hence the


related. It means that the null hypothesis is rejected that the

133 | P a g e

job satisfaction and motivation will be helpful not to reduce the

number of grievance rates at SSGC; hence it is prove that

alternative hypothesis.

FINDING:

The finding of the research is that the hypothesis 1 null

hypothesis is accepted hence the grievance handling procedure is

not effective in SSGC.

The hypothesis 2 null hypothesis is rejected hence prove that

Grievances arise when employees fail to get satisfaction from the

job at SSGC and hypothesis 3 null hypothesis is rejected hence

prove that Job satisfaction and motivation will be helpful to

reduce the number of grievance rates at SSGC.

CHAPTER 05: DISCUSSION, SUMMARY, CONCLUSION &

RECOMMENDATION:

INTRODUCTION:

The finding of the research is that the job satisfaction and

motivation is impacted by grievance and it management. The

effectiveness of the grievance handling procedure in SSGC need to

be revised in a manner that it give solution to the employees

regardless of the type of the grievance.

134 | P a g e

IMPLICATIONS:

This study is helpful for the organization because the grievance

handling procedure is not effective in SSGC. It tells the steps

and procedure to handle the grievance regarding the working

condition or to employment.

It is helpful for the manager and the employee in understanding

that how the grievance impact job satisfaction and motivation and

the importance to resolve issues within the organization and

what types of grievance occur frequently in organization.

Foe perspective of student learning it shows how important to

manage grievance for managing employees in SSGC

CONCLUSION:

On conclusion side this study helps in understanding the

Grievance handling mechanism. In SSGC the grievance handling

procedure is not satisfactory which is proven by hypothesis no

01. The organization is not recognizing the importance of

satisfying the employees and motivating them. The grievance

handling is the major factor of job satisfaction among

employees of the organization but not solving the employees

grievance will lead to job dissatisfaction and decrease in

motivation and on the contrary it increase the efficiency of

the employee which will benefit both employee as well as

organization.

135 | P a g e

Grievance handling is a major challenge in the company since

the expectation of employees are increasing with changing

life style. Employees have high expectation from company it

is not possible to fulfill all their expectation but major

of their expectation can be fulfilled. Organization should

clearly communicate and implement the policies, procedures and

laws of our organization. This should be done regularly or on an

as-needed basis, conflict resolution discussions should be

conducted to avoid issues spiraling out of control and turning to

employee grievance

Further improvements can be made so that all members are highly

satisfied with the procedure. The suggestions and recommendations

when implemented will still more benefit the organization.

RECOMMENDATION

Understanding of policy will be made in order for consensus

building.

Counseling of employees should be done periodically which

will help the organization to know the problem and queries

of employees. By counseling the upper management could solve

their problem which will increase the job satisfaction and

motivation as well as the efficiency of employees also

increases.

136 | P a g e

Time barrier must be fixed to solve problem at different

levels which will encourage the employees to express their

grievance.

Employees contribution, suggestion, ideas should be

encouraged by their supervisor which ultimately motivate

the employees and will result in higher level of job

satisfaction.

The number of grievance rates could be reduce vitally by the

help of conflict management in the organization.

Open door policy can be used. The most effective way to

reduce grievance is the open door policy because employees

are free to walk to their supervisor cabin. The door should

be always open for receiving employee grievance. The purpose

of this is to encourage employees to communicate and discuss

their matter with the supervisor and the supervisor always

welcome to each employee to put their grievance without any

hesitation. This approach promotes good relationship between

lower level and higher level employees to management. It is

very useful approach for small and medium size organization.

Suggestion boxes can be installed in a central place of the

workplace. Suggestion box highlight the problem or conflict

137 | P a g e

and bring into knowledge of upper management. It also

highlights those areas where changes can be made for the

betterment of the organization. It works only when the

employer use it.

Accident rates, Requests for transfers, Resignations, and

disciplinary cases should be analyzed since they reveal the

general patterns that are not apparent.

Grievances to be settled informally through the employee's

immediate supervisor.

SUGGESTIONS FOR FURTHER STUDIES:

Select the topic carefully and try to take those topics

which are new and creative and consider all relevant

information in the investigation process.

Proper investigation of the facts and figures related to the

problem will be made.

For appropriate understanding try to look at problem from

different angle.

138 | P a g e

Take concern steps to ensure that no victimization done, as

a result of the grievance being raised for.

Be careful the study limits.

.

Gap analysis will be made periodically in order to judge the

efficiency of the grievance handling with the benchmarks for

appropriate results.

139 | P a g e

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143 | P a g e

QUESTIONNAIRE

NAMEGENDER

AGE

20 -30 YEARS30 -40 YEARS40 -50 YEARS50 -60 YEARS

QUALIFICATIONORGANIZATIONDEPARTMENTLEVEL/GRADETYPE OF EMPLOYMENT

The following statements are based on Likert scaling

Rate the following on a scale of 5-1

Scale: 5=Totally Agree, 4 = Partially Agree, 3 = neither Agree

nor Disagree,

2 = Partially Disagree, 1 = Totally Disagree.

GRIEVANCE

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1. Being an employee you often face problems in the

organization where you may call for grievance handling

department.

2. Individual grievance occur frequently in SSGC

3. Group grievance occur frequently in SSGC

4. Union grievance occurs frequently in SSGC.

JOB SATISFACTION

5. Are you feeling satisfied with the grievance handling

procedure of HR Department?

6. Are there any discrepancies in handling the grievance in the

organization that make you unsatisfied?

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1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

7. Does grievance solution contribute to increase employee job

satisfaction?

8. The management has been making effort to dispense off all

grievances procedural with a view to ensure justice &

satisfaction to employees?

9. Grievance redressing is one of the major components of job

satisfaction?

10. Does management gather all relevant facts about the

grievance?

11. Do you feel that present grievance handling policy is

effective in your organization?

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1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

12. Is every complaint related to job considered for

investigation?

MOTIVATION

13. Does grievance solution contribute to increase employee

motivation?


retention?


fair treatment at all level?

16. Employees motivate with the result of grievance outcome

at SSGC?

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4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

17. Your immediate supervisor motivate to respond to your

grievance in a specify time limit?

18. Fairness in grievance policy give motivation to

performing the task of the job in the organization

19. Do you feel motivated during the grievance handling

process?

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1 2 3

4 5

1 2 3

4 5

1 2 3

4 5

Batool FINAL PROJECT ON grievance Finalize

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