TABLE OF CONTENT

CHAPTER NO CONTENT PAGE NO

EXECUTIVE SUMMARY 2
CHAPTER0l INTRODUCTION
1.1 Introduction 3-4
1.2 LITERATURE REVIEW 4-11
1.3 Statement of the Problem 12
1.4 Need for the Study 12
1.5 Scope of the Study 12-13
1.6 Objective of the Study 13
1.7 Research Methodology 13
1.8 Limitation of the Study 13

CHAPTER02 THEORETICAL BACKGROUND OF THE STUDY

PART A 2.1 Theoretical Background 14-29

PART B 2.2 Industry and company profile 30-31

2.2.1 Industry Profile 31-40
2.2.2 Company Profile 41-52
2.2.3 Promotors 52-53
2.2.4 Vision, Mission, and Quality Policy 53-55
2.2.5 Products and Service Profile 55-59
2.2.6 Areas of operation 59-60
2.2.7 Infrastructure Facilities 61-64
2.2.8 Competitors Information 65-66
2.2.9 SWOT Analysis 67-68
2.2.10 Future Growth and Prospects 68-69

CHAPTER03 DATA ANALYSIS AND INTERPRETATION 70-102

CHAPTER04 SUMMARY OF FINDINGS AND SUGGESTIONS AND

CONCLUSION
4.1 Respondent Profile 103-104
4.2 Regressing Statistics 105
4.2 Conclusion 105
4.3 Suggestions/Recommendations 106

REFERENCES 107-108
QUESTIONNAIRE 109-112

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 EXECUTIVE SUMMARY

The Jubilant Ltd., Nanjangud. The company was incorporated on 21 st June 1978, this is an
integrated global pharmaceutical and Life Sciences Company engaged in pharmaceuticals,
life science ingredients, d'iug discovery solutions and India branded pharmaceuticals. This
is a pharmaceutical company manufactures the ingredients to produce capsules.
..,.
Human resources is the department within a business that is responsible for all things
worker related. Human resource is used to describe bit the people who work for a
company or organization and the department responsible for managing resources related
to employees.

Human resource is a term used to describe the individuals who comprise the workforce of
an organization. The use of term "Human Resource" by organizations to describe the
workforce capacity available to devote to the achievement of its strategies has drawn upon
concepts developed in organizational psychology.

This study was undertaken at Jubilant Ltd, in order to study the functionality of an
organization which includes the data analysis, interpretation, conclusion and
suggestion. The purpose of doing the project is research on the satisfaction level of
employees working in the Jubilant Generics Ltd. I have questionnaire for them in
order to analyze and investigate the Grievance Handling Procedure and its impact.

The research methodology has been designed in which the relationship between
Grievance handling and employee performance, work culture of the organization,
employee personal growth and cooperation existing between organization and
employees. By doing this project we made an attempt to understand the grievance
handling mechanism through the questionnaire from the employees and the same has
been found to be consistent with the existing studies.

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Analysis and impact of Employee Grievance

CHAPTER l

INTRODUCTION

1 INTRODUCTION
The concept of employee grievance has been defined using various terminologies, but in the
strictest sense, it is essentially the relationship between management and labor. The full
concept of employee grievance is the organization and practice of multi-pronged relationship
for management, unions and labor, unions and management in an industry.

A grievance is a sign of an employee's discontentment with his work or his relationship

with colleagues. Grievances generally arise out of the day to day working relationships in
an organization. There are many ways to minimize and eliminate the source of an
employee's grievance, one of such way is 'open door policy' where employees can freely
walk into superior's cabin and express their grievance.

The grievance procedures which are used by the organization to resolves the disputes
provides a means for identifying practices, procedures and administrative policies that are
causing employee complaints so that changes can be considered. A properly resolved grievance
can provide satisfaction to the employee and makes them to work better or come out of the area
of discontentment.

Employers are, often, bombarded with grievance of various kinds from workers almost on a
daily basis. The employer might be the target in most cases. At other times, workers

may target the supervisors and even their co-workers. Such grievance may be real or
imaginary, valid, or invalid, genuine or false. They might look silly and completely baseless at
times.

It is the duty of HR managers to look into such grievance without prejudging anything in an
objective and unemotional manner. As the famous Hawthorne Studies indicated, from the
workers’ point of view, it is important to allow worker to ventilate his grievance freely and
listen to everything showing patience and restraint. There is no use dismissing the contentious
issues on hand as trivial or unworthy of critical attention. The old adage is worth recounting
here. "Beware of small leaks.

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Analysis and impact of Employee Grievance

"A small leak can sink a great ship". When the worker gets a feeling that his voice is not cowed
down by brute strength and gains the confidence to place the facts before management in a bold
fashion management will be able to put out fires quickly and effectively. If the petty grievances
are not attended to promptly, they may erupt in volcanic forms at a later stage.

All in all, it is in the best interests of management to encourage workers to blow the whistle
whenever they see things going off the track. Organizations that have empowered employees
this way would definitely reap the dividends of a healthy work climate in the long run.

Employers are, often, bombard with grievance of various kinds from workers almost on a daily
basis. The employer might be the target in most cases. At other times, workers may target the
supervisors and even their co-workers. Such grievance may be real or imaginary, valid, or
invalid, genuine or false. They might look silly and completely baseless at times.

It is the duty of HR managers to look in to such grievance without prejudging anything in an

objectives and unemotional manner. As the famous Hawthorne Studies indicated, from the
workers' point of view, it is important to allow worker to ventilate his grievance freely and listen
to everything showing patience and restraint. There is no use dismissing the contentious issues
on hand as trivial or unworthy of critical attention. The old adage is worth recounting here.
"Beware of small leaks".

1.2 LITERATURE REVIEW

Krishna Moorthy (2020) conducted a study on Grievance Handling Mechanism. The

Objective of the study is to find out the common grievance being faced by the employees
of the company and to know the level of awareness regarding grievance handling
mechanism. Primary data was collected to this study the sample size was 120 they collect
data through questionnaire method and the sample test they used in this research is chi
square, percentage method, factor analysis. The author suggested that the management
.they need to me cautious in grievances related to benefits management. The study
concludes that companies must start to oversee individuals at work in an unexpected way,
approaching them with deference and esteeming their commitment.

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Analysis and impact of Employee Grievance

Monish (2019) conducted a study on impact of Employee Grievance Management on job

commitment in cyber park Kozhikode. The main objective of the study was to understand
employee's level of awareness on grievance management practices adopted by Cyber Park
and to understand employees attitude on grievance handling procedure in cyber park. The
study was carried out a descriptive research and causal research method. Primary data
was as collected in this study through questionnaire and personal interviews. The sample
size taken from 90 members from five companies in Kozhikode Cyber Park. Simple
random sampling is used as sampling technique; chi-squire test and multiple regressions
are used for data analysis. The major findings of the study was grievance management in
cyber park Kozhikode is satisfactory 60 percent of the employees are comfortable with
the clarity and openness of grievance handling procedure and 40 percent affirm that
grievance are handling without any discrimination and facts of grievance are checked
rather than hearsay. The author suggested that the proper awareness programs should
conduct which encourage employees to voice their grievance and it concludes that
employee grievance management is essential for organization success.

Supriya Bhagat (2018) conducted a study on Grievance Handling Procedure a case of

soft Zeal Technology Pvt Ltd, Pune. The objective of the study was to study the
effectiveness of grievance handling procedure, to identify whether the employees are
aware of the grievance handling procedure. Data was collected using questionnaire. The
type of research used in this study was descriptive in nature from 30 employees the data
was collected 80 percent of employees have awareness about the grievance redressed
committee of the company, its member and the monthly meeting held, 80 percent of thew
employees agree that real basis of problem is identified. It was found that the employees
and supervisor relation should be improved by arranging engagement programs. Finally
the study reveals that the grievance handling procedure is satisfactory in the organization.

Karthi (2017) Study on Employee grievance handling system with special reference to
Amirthaa Dairy private Ltd., Erode. The objective of the study is to study the employee
grievance handling system practiced in Amirthaa Dairy private Id, Erode and to examine
the employees perception towards grievance handling system followed in the
organization. The descriptive research design was used in this study. Primary data was
Collected directly from the employees through the questionnaire method. The sample unit
for this study was 200 emoloyees of Amirthaa Dairy private Ltd and the sample size was
taken for this study was 100. The sampling used in this study is probability sampling
method. From the analysis it was found that the majority (62 percent) of the respondents
are male. The main grievance are caused due to working conditions and so the author
suggested that management should take necessary steps to improve the conditions

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Analysis and impact of Employee Grievance
prevailing in the working environment. The study concludes that the employees are
moderately satisfied with working conditions, Salary and compensation in the Amirthaa
Dairy Pvt Ltd.

Swarnalatha (2017) conducted a study on Grievance Handling System in Power soaps

Private Ltd. The objective of the study was to find the employees awareness about the
grievance handling procedures among contract labours in power soaps private ltd and do
determine the satisfactory level of existing grievance handling system followed in the
organization. The study was carried out a descriptive research. Primary data was collected
by well structure questionnaire with likert’s five point sale. The sample size was taken as
55 contract labours of power soaps and percentage method and other statistical tools such
as chi-square used in this research. The study concludes that the grievances procedure
followed by the company is effective.

Gowsalya (2017) conducted a study on Employee Grievance Handling. The main

objective of the study is to study about employee grievance handling mechanism at
eastern condiments and to find the opinion of employees that causes grievances in the
organization. The primary data was collected from the employees through questionnaire
method. The descriptive research design was used in this study and they used one way
ANOVA test to find the significant difference. The author suggested that the employees
are satisfied with working condition so management should have to maintain the same
working condition in the organization. The study concluded that employee grievance
handling mechanism which has been conducted in Eastern condition Pt Ltd. This helps to
understand that employees are aware about the grievance handling mechanism done in the
organization.

Mariappan (2017) conducted a study on Effectiveness of Employee Grievances Handling

Mechanism in Tertiary Care Hospitals in Cochin. The main objective of the study is to
find whether the grievance handling mechanism identifies that the employee's problems
were recognized and appropriately reviewed in a prompt and timely manner. Primary data
was collected through questionnaire method. The sample size was 173. 57 percent of
employees were male and 43 percentages of employees were female respondents for the
study 11 percent of grievance were related to work environment and social injustice and
others. From the study they find that major grievance in hospital were relating to
economic factor such salary, reward, increment, incentive etc. the author suggested that
need to incorporate technology based grievance raising mechanism to make the process
simpler, confidential and employee friendly. This study concluded that Hospital in
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Analysis and impact of Employee Grievance
Edapally jurisdiction of Cochin is effectively progressed in a systematic way of working
process in the organization and every data or transactions handling with the patients,
employees are pre planned so there was a very less chance for risk factor or any
unexpected happenings like grievances.

Meenakshi Sundaram (2017) conducted a study on Managerial Approach on Handling

Grievances in construction companies. The main objectives of the study are to study the
satisfaction levels of grievance handling and to study the time limit of grievance handling.
Primary data was collected through questionnaires method. The sample size is 300. The
result of the study shows that manager approach on handling grievances approach
construction companies satisfies their employees. The study aimed to identify causes of
grievances that employee suffer in connection to work environment or personal life.

Balamurugan (2016) conducted a study on Effectiveness of Grievance Handling

Procedures in International Airport, Tiruchirappalli. The main objective of this study is to
study about the grievances faced by employees of International Airport, Tiruchirappalli
and to examine the relationship between the employer and employees. Descriptive
method is used in this study. Primary data was collected through the structured
questionnaires method. A pilot survey was conducted to analyze the grievance handling
procedures in an International Airport, Tiruchirappalli. For the pilot survey, a sample size
of 75 respondents was taken.26.66 percent of the employees disagreed that the
communication between the employer-employee in the organization about the grievances
related issues. The study it was concluded that the few changes in organization policies
and procedures are needed to increase the productivity of the employees.

Philip Kipkemoi Ngetich (2016) a study on perceived effect of Grievance Handling

Procedure on Employee Performance at the Jomo Kenyatta foundation. The main
objective of this study was to determine perceived effect of grievance handling on
employee performance at the Jon Kenyatta foundation. The descriptive research design
was used in this study. Primary data was collected directly from the employees through
the questionnaire method. The sample size was taken for this study was 167. The
sampling used in this study is likert scale method. The study found that the 59.9 percent
respondents were male. The study finding revealed that the organization has established a
prompt and effective grievance handling mechanism. The author suggested that the study
specific effect of grievance handling there are other variables that are location specific
which also contribute to employers performance.

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Analysis and impact of Employee Grievance

Madhavi Sukhdani (2016) conducted a study on effectiveness of Grievance Handling

Procedure of Bhilai Jaypee cement Ltd. The objective of the study is to study the
effectiveness of grievance handling mechanism and to identify whether the employees are
aware of the grievance handling mechanism followed at BJCL. The descriptive research
design was used in this study primary data was collected through questionnaire method.
The sample size was taken for this study was 101 employees. The sampling used in this
study is simple random sampling method. The study found that 19 percent of respondents
strongly agree that the grievance handling policy of organization is effective, 50 percent of
respondents only agree 8 percent remain neutral to this statement, 14 percent disagree and
9 percent of respondents strongly disagree with this statement. The author suggests that
the management should take care of following aspects to develop a culture of trust and
confidence among employees. This study concluded that Jaypee is an indigenous industry
in the country as it has contributed to the development of modem civilization in a
number of ways and therefore, it ranks as the number one culture oriented company and
it reveals that the grievances of the employees are related to the working condition,
discipline and promotion.

Cleta pinto (2016) conducted a study on Managing Employee Grievance in the Hotel
Industry in India. The main objective of this study is to analyze that common grievance of
staff in India hotel industry and to suggest various ways in which staff grievance could be
solved by hotel authorities in India. The primary data was collected through questionnaire
method and it is a descriptive research design in this research probability sampling will be
taken to be implemented on the sample size of 3 manager and 56 employees and the
procedure of employee grievance would be exact if individuals are employed in the
company with a good level of satisfaction. This study concluded that intends to provide
an area for development where providing service to the individuals would form the
backbone of the study.

Rachna Sharma (2015) conducted a study on Effectiveness of Grievance Handling

Mechanism in Improving Quality of Education at institutes of NCR. The main objective of
this study is to identify the reason for faculty grievances and to check the availability of
grievance handling mechanism in the management colleges. The study was carried out a
descriptive research. Primary data was as collected from 4 colleges through questionnaire
method out of 7 colleges the questionnaires were distributed to 168 faculties 24
questionnaires were either partly filled. 144 questionnaires were found usable. From the
analysis it was found that 31 percent male and 69 percentage female faculties with regard
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Analysis and impact of Employee Grievance
to the marital status, 27 percentages were single and 73 percentages were a married faculty
in 7 colleges. In teaching experience 43 percent respondents have less than 5 years of
teaching experience 41 percentage have between 5-10 years of teaching experience and 61
percentage respondents have above 10 years of teaching experience. The study reveals that
the grievance handling mechanism is average in the
7B-schools and the author suggested that the organization should recognize the importance
of satisfying the faculties and retaining them and further improvements can be made so that
all faculties are highly satisfied with the management.

Njiraini (2015) study on effects of Grievance Handling procedure on conflicts

management in Kenya. The objectives of the study were to establish the effect of grievance
handling procedure on conflict management in Kenya and to find out the grievance
capturing systems and grievance handling process and its effect on conflict management in
Kenya. The descriptive research design was used in this study. Primary data was as
collected directly from the individuals through questionnaire method and they
use SPSS version 20 software. The study finding revealed that there were avenues present
to address grievance in Kenya National Union of Teacher and the grievance handling
process helps to improve employee relations. The study concluded that grievance
capturing systems positively influence conflict management in Kenya will be taken in
response to a grievance and hence enhance worker productivity and commitment to the
employer. The author suggested that the study recommends that research should perform a
longitudinal study to check the trends in adoption of a successful grievance handling
procedure on conflict management.

Rockeybul Abedin (2015) conducted a study on Grievance Handling procedure of

Scandex Knitwear ltd. The main objective of the study is to understand how the
Grievance policy of Scandex Knitwear Ltd and to recommendations on how to
improve the grievance policy primary data was collected from the employees by
interview method the main findings of the study is the management approach
essentially centres on quality based on the participation of all its members and aiming
at long term success through customer satisfaction and benefits to all members of the
organization and to society. The author suggested that grievance handling process
should be more authentic and timeless new system may have introduce to do all the
process in short time finally it concluded that Scandex Knitwear Id it has maintained a
strong market position by providing quality service to its buyers and it considers its
employees as the core resource and put great emphasis on the process of manpower
selection and recruitment.

Shenbaham (2014) conducted a study on Effectiveness of Grievance Handling

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Analysis and impact of Employee Grievance
Mechanism at Swastik Apparales, Erode. The main objective was to know the socio
demographic details of the employees and to analysis the grievance handling system leads
to a favourable attitude towards the management. The primary data was collected directly
from the employees using questionnaire method. There are 120 employees working in
various departments. The researcher selected 20 respondents for data collection. The major
finding of the study was majority 85 percent of the respondents were male 55 percent of
the respondents belonged to the age group 26-30. The conflict management in the
organization was found to be helpful to reduce the number of grievance rates. This study
concluded that grievance procedures are related to other attitudinal measures and the
behaviours of shop stewards in the grievance procedure.

Gomathi (2014) A Study on Grievance Management in Improving Employee

performance in a Put Enterprise. The objective of the study is to know the grievance
management system prevailing in a Pvt Enterprise, to understand how far the employee's

grievance is redressed. The descriptive method is used for the study. Primary data was
collected through interviews and questionnaire method. The sample size for this study
was 500 employees of Pvt enterprise 86.2 percent of the respondents belong to all
category of age 18-28 years and 1.0 percent of the respondents belong to the category
of age 40-50 years. Among the samples 65 percent are from the production
department. The least number of respondents belong to the security category for about
0.4 percent so the author suggested that the company that runs by employing people
nearby its location. The employees at higher level are educated and selected via
interviews. The study concludes that the company is a better example for those
companies who do not have a systematic procedure for dealing with grievances but
effectively handle them for the prosperity of the organization.

Mohana Sundaram (2014) conducted a study on Grievances Handling procedure at

HEMA Engineering Industries It, HOSUR. The main objective of the study was to
know the employees awareness about the grievance handling procedure in the
organization.
Descriptive research design has been followed to conduct the research study. Primary
data was collected through questionnaire method. The sample size is restricted to 110
employees select at random from different working units in the company they use chi
square, anova test is used to analysis the data from the study themed that the
respondents are satisfied with the working condition which constitutes 56.4 percent the
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Analysis and impact of Employee Grievance
respondents are neutral with leave facility which constitutes 43.6 percent. So author
suggested that the employees are satisfied with the nature of work and working
environment which meets their expectation so management should have to maintain
same working environment, it will raise their productivity and also reduce the
grievance levels. This study concluded that it helps to understand that employees are
aware about the grievance handling procedure done in the organization.

Chitralekha Kumar (2013) conducted a study on Grievance Handling Mechanism-A

device for better management Education. The main objective of the study is to
identify the reasons for faculty grievance. The descriptive research design was used in
this study. Primary data was collected through questionnaire method from 12
management colleges. The questionnaire were distributed to 327 faculties but out of
327 faculties only 298 usable questionnaires were collected from the analysis it was
found that 71 percent of the respondents agreed that lack of independence decision
making was a reason of their grievance but 68 percent said that salary, rewards,
incentives were the reason were the

reasons for their grievance and 67 percent faculties founded workload. So author
suggested that there must be a special grievance handling cell or a committee for the
faculties and for effective grievance the management schools adopt the following
approach to manage grievance effectively. The study concluded that grievance
handling mechanism is average. The management should recognize the importance
of satisfying the faculties and retaining them.

Vidya (2012) conducted a study on grievance handling procedure in ITES

companies. The objective of the study was to understand the grievances of
employees and to identify the employee's attitude towards grievance handling
mechanism of their company. The study was carried out a descriptive research.
Primary data was as collected from 250 employees of e- publishing company in
Chennai. The study found that of 25 percent of the respondents who experienced
grievance in their organization.32 percent of them share with their friends, 24
percent raise their concern to their immediate supervisor 18 percent share with their
manager service sector giants, IT and TIES companies, depend on their customers
for their success. This is possible with happy and committed employee’s grievance
handling becomes preventive rather than curative.

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Analysis and impact of Employee Grievance

1.3 PROBLEM STATEMENT

The issues is to be addressed is to assess the grievance management and procedures followed
by the Jubilant company to solve the grievance of the employee and this
grievance solved by the management provides an impact on the employee performance and
their commitment to their work. If the grievance solved provides an impact on the

employee performance and their commitment to their work. If the grievance solved provides a
positive effect the employee commitment toward their work will also be positive after the
grievances are resolved. The proposed study attempts to study the source and therefore, the
proposed study is a study is a study on employee grievance handling procedures and impact on
employee commitment.

1.4 Need for the Study

The present was conducted in Jubilant Pharmova Ltd., Nanjangud surveying about 50 employees
who are working in the organization for manufacturing the pharmaceutical ingredients. However
the future scope can focus on the attitudinal measures and the behavior in the Grievance
procedure.

In this study the researcher have consider the handling mechanism, employee
performance, employee motivation level, employee turnover and absenteeism, employee
team work, employee work culture and their personal growth in the organization.

The future study can reach out to the different part of the nation as they are insignificant
generally secured reviews exist. Due to rapid growth of technology the industrialization
has become a tough job to cope up the employees with the mechanism. Success of an
organization depends on the collective effort of employers and employees.

1.5 Scope of the Study Study

The present was conducted in Jubilant Pharmova Ltd., Nanjangud surveying about 50 employees
who are working in the organization for manufacturing the pharmaceutical ingredients. However,
the future scope can focus on the attitudinal measures and the behavior in the Grievance
procedure.
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Analysis and impact of Employee Grievance
In this study the researcher have consider the handling mechanism, employee
performance, employee motivation level, employee turnover and absenteeism, employee
team work, employee work culture and their personal growth in the organization.

The future study can reach out to the different part of the nation as they are insignificant
generally secured reviews exist. Due to rapid growth of technology the industrialization
has become a tough job to cope up the employees with the mechanism. Success of an
organization depends on the collective effort of employers and employees.

However there are factors that result in employee dissatisfaction, there is no

organization in which employee have no grievance. Hence understanding and finding
the root cause of the employee grievance is itself a solution to it. The study of
grievance handling is undertaken to make an exploration into the grievance faced by
the employees. It is very essential to control the employee grievance in future fairly.

1.6 RESEARCH OBJECTIVES

 To study the theoretical issues pertaining to grievance handling procedure in

Indian firms.

 To study the factors influence grievances among employees

 To study the impact of grievance handling procedures on employee commitment

1.7 RESEARCH METHODOLOGY

 Research Design: Descriptive research design will be used in the proposed study.

 Data collection method: Primary data will be collected through a structured

questionnaire.

 Sample unit: the employees working at middle level and lower level of
management will form the sample unit for the proposed study.

 Sample size: A sample of 50 employees will be chosen at random, for

the proposed study.

1.8 LIMITATIONS OF THE STUDY

 The study is restricted to only one particular organization and the respondent.

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Analysis and impact of Employee Grievance
 The study is carried out for academic purpose, due to constraints of time.

 Suggestions are based on collected information.

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 Analysis and impact of Employee Grievance

CHAPTER2 –

PART-1

THEORETICAL BACKGROUND OF THESYUDY

2.1 THEORETICAL BACKGROUND

2.1.1 MEANING AND DEFINITION

In an organization, employees have complaints against their employers such as

dissatisfaction from the quantum of wages, mode of payment for overtime work, working
conditions, promotion, transfer, dismissal or discharge, poor quality of food in the
canteen, etc. These types of complaints should not be allowed to aggravate.

An HR manager should try to identify and resolve them as they come to his knowledge.
Identification of grievances and their proper handling is necessary for maintaining
harmonious industrial relations. A grievance can be any discontent or dissatisfaction,
whether expressed or not, whether valid or not, arising out of anything connected with
the company that an employee thinks believes or even feels is unfair, unjust or
inequitable

This dissatisfaction may be stated or unvoiced, written or oral, legitimate or ridiculous,

but the only thing is that the discontent must affect performance. A grievance is anything
that an employee thinks or feels is wrong and is generally accompanied by an actively
disturbing feeling. It is not to be justified. There is a difference between the word

'grievance' and complaint'. A complaint is a discontent or dissatisfaction that has not,

as yet, assumed a great measure of importance to the complainant. Complaints are
more in numbers than grievances at the workplace, e.g., it is too hot in the shop; a
colleague is not cooperating, etc. Often, the complaints are submitted in a very
informal way. But a complaint becomes a grievance when the employee feels that an
injustice has been done. When the supervisor or manager ignores the complaint and
thereafter dissatisfaction that grows within the employee usually assumes the status of
a grievance. A grievance is always expressed whether verbally or in writing.

A grievance may be submitted by a worker or several workers. Where a grievance is

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Analysis and impact of Employee Grievance

transformed into a general claim either by the union or by a large number of workers it
falls outside the grievance procedure and normally comes under the purview of collective
bargaining. In other words, where the issue is of a wider or of general nature or of general
applicability then it will be outside the purview of grievance machinery.

Broadly speaking, a grievance is any dissatisfaction that adversely affects organizational

relations and productivity. As such, the discontent or dissatisfaction can be stated or
unvoiced, written or oral, legitimate or ridiculous. As far as basic managerial philosophy
is concerned, this broad definition of a grievance has its value as it is the basis for a sound
/
approach to the development of good morale.

However, in practical situations, the term grievance is more restricted in its meaning.

1) Pigors and Myers "while explaining the meaning of grievance use three terms
dissatisfaction, complaint and grievance indicating the three stages of employee
dissatisfaction. They define employee dissatisfaction as "anything that disturbs an
employee, whether or not he expresses his unrest in words".

A dissatisfaction which is orally made known by one employee to another is known

as a complaint. A complaint becomes a grievance when this dissatisfaction, which is
mostly related to work, is brought to the notice of management.

2) Dale S. Beach defines grievance as "any dissatisfaction or feeling of injustice

in connection with one's employment situation that is brought to the attention of
management".

3) Richard p. Calhoon defines a grievance as "anything that an employee thinks or

feels is wrong, and is generally accompanied by an actively disturbing feeling'. This
point is very well explained further by Jucius as - and discontent or dissatisfaction
whether expressed or not, whether valid or not, arising out of anything connected with
the company that an employee thinks, believes, or even feels is unfair, unjust or
inequitable".

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 Analysis and impact of Employee Grievance

2.1.2 OBJECTS

• To enable the employee to raise his/her grievance.

• To clarify the nature of the grievance.

• To investigate the reasons for dissatisfaction.

• To obtain, where possible, a speedy resolution to the problem.

• To take appropriate actions and ensure that promises are kept.

• To inform the employee of his or her right to take the grievance to the next
stage of the procedure, in the event of an unsuccessful resolution.

Model grievance procedure

Departmental
Officer

48
hours ---- ---
Grievance
3 days Committee

days

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Analysis and impact of Employee Grievance

Settlement of Grievance

(Fig 2.1 Grievance Handling procedure)

2.1.3 REASONS FOR GRIEVANCES HANDLING

• Economic - wages, overtime, bonus, etc.

• Work environment - poor working conditions, substandard equipment’s and

machinery, defective tools, materials , etc.

• Poor quality of supervision - perceived notion of favoritism, nepotism, bias, etc.

• Work organization - rigid and unfair rules, lack of recognition, etc.

Normally grievances originate from managerial policies and practices, when the latter
lack consistency, uniformity, equity, fair play, and the desired level of flexibility.
Grievances also arise because of interpersonal problems of individual employees, and
labour union practices aiming at reinforcing and consolidating their bargaining strength.
The lack of proper communication between the employees and the management can also
be a significant reason giving rise to grievances.

2.1.4 GRIEVANCES LEAD TO

• Low morale and commitment

• Loss of interest in work

• Low productivity

• Increase in wastages and costs

• Increase in absenteeism

• High employee turnover

• Indiscipline among employees

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Analysis and impact of Employee Grievance

• Employee's unrest.

2.1.5 EMPLOYEE GRIEVANCE HANDLING - IMPORTANCE

Any feeling of discontent or dissatisfaction usually results in definite and considerable

losses to employee morale, efficiency and productivity. Grievances generally give rise
to unhappiness, frustration, indifference to work and thus affect the interests of the
organization very adversely. Quite often when minor grievances are accumulated,
major problems creep in like work-stoppages - strikes, lockouts and other forms of
unpredictable eruption causing long-term damage to productivity. Therefore, it
becomes extremely essential to handle the grievances at the earliest possible moment.

Human Resource Manager's role in grievance redressed is significant and to be successful

he must know and understand the causes which lie behind grievances and how to set them
Right. His skill in observation of behaviorism, attitudes and habits of people may be
highly useful in exploring early symptoms of changes in individuals due to unexpressed
grievances. Attitude surveys also provide clues to actual or probable grievances and their
impact on productivity.

With the help of thorough analysis of the nature and pattern of grievances, the causes of
employee dissatisfaction can be removed. The HR manager has to probe deeper into the
details of grievances and explore the best possible method of settling them. He has to help
the top management and line managers, particularly supervisors, in the formulation and
implementation of the policies, programs and procedures for effective grievance handling.
These policies, program and procedures are generally known as the grievance redressed
procedure.

The importance of grievance handling lies in the fact that grievances can have several
effects which are essentially adverse and counterproductive to organizational
objectives. As we have seen, these adverse effects include - indiscipline, unrest, low
productivity, poor quality of production, increase in wastage and costs, increase in
employee turnover, increase in absenteeism, increase in accident- proneness, loss of
interest in work and consequent lack of morale and commitment. Therefore,
management must be alert to signs and symptoms of employee dissatisfaction and
attempt to uncover root-causes of the ill-feelings so that harmony and productive results
can be achieved in the organization.

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Analysis and impact of Employee Grievance

If managed or handled properly the importance of effective grievance handling would be

following:

• Relieve employees from mental pains or suffering.

• Employees feel satisfied at workplace.

• Develop employees' interest in their jobs.

• Sense of belongingness or attachment develops.

• Employees become cooperative at work.

• Avoid many labour problems in industry.

• Industrial disputes and accidents are avoided.

• Develop good industrial relations in industry.

• Industrial peace and harmony are maintained and developed further.

• Performance of employees improves to a good extent

• Production volume and quality improve.

• Profitability of the company improves.

• Overall effectiveness and reputation of the company in business improves.

• Reputation of the company in markets improved.

• Contributes in development of employees, society and national economy.

2.1.6 LEGISLATIVE FRAMEWORKS FOR GRIEVANCES HANDLING

Adequate attention has been paid to the settlement of grievances in Indian industries by
the Government of India by framing appropriate legislative frameworks.

It consists of:

1. The Industrial Employment (Standing Orders) Act, 1946:

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Analysis and impact of Employee Grievance

It provides that all industries employing hundred or more workers should frame standing
orders which should contain, among other matters, provision for means of redressing the
workers against unfair treatment or wrongful executions by the employer or his agents or
servants.

2. The Factories Act, 1948:

The Act provides for the appointment of welfare officers in every factory wherein 500 or
more workers are employed. These officers are generally entrusted with the task of
dealing with grievances and complaints.

3. The Industrial Disputes Act, 1947:

This law provides that:

The employer in relation to every industrial establishment in which 50 or more

workmen are employed shall provide for a Grievance Settlement Authority for the
settlement of industrial disputes connected with an industrial workman employed in
the establishment.

• Where an industrial dispute connected with an individual workman arises in an

establishment referred to above, a workman or any trade union of workmen of

which such workman is a member may refer such dispute to the Grievance
Settlement Authority for settlement.

• The Grievance Settlement Authority shall follow such procedure and complete its
proceedings within such period as may be prescribed.

• No reference shall be made to Boards, Courts or Tribunals of any dispute referred to

in this section unless such dispute has been referred to the Grievance Settlement
Authority concerned and the decision of the authority is not acceptable to any of the
parties to the dispute.

2.1.7 CAUSES OF GRIEVANCES

Grievances may occur due to a number of reasons:

1. Economic:

Employees may demand for individual wage adjustments. They may feel that they are
paid less when compared to others. For example, late bonus, payments, adjustments to
overtime pay, perceived inequalities in treatment, claims for equal pay, and appeals
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Analysis and impact of Employee Grievance

against performance- related pay awards.

2. Work environment:

It may be undesirable or unsatisfactory conditions of work. For example, light, space,

heat, or poor physical conditions of workplace, defective tools and equipment, poor
quality of material, unfair rules, and lack of recognition.

3. Supervision:

It may be objections to the general methods of supervision related to the attitudes of the
supervisor towards the employee such as perceived notions of bias, favoritism, nepotism,
caste affiliations and regional feelings.

4. Organizational change:

Any change in the organizational policies can result in grievances. For example, the
implementation of revised company policies or new working practices.

5. Employee relations:

Employees are unable to adjust with their colleagues, suffer from feelings of neglect and
victimization and become an object of ridicule and humiliation, or other inter- employee
disputes.

6. Miscellaneous:

These may be issues relating to certain violations in respect of promotions, safety

methods, transfer, disciplinary rules, fines, granting leaves, medical facilities, etc.

2.1.8 EFFECTS OF GRIEVANCE:

Grievances, if not identified and redressed, may adversely affect workers, managers, and
the organization.

The effects are the following:

1. on the production:

• Low quality of production

• Low productivity

• Increase in the wastage of material, spoilage/leakage of machinery

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 Analysis and impact of Employee Grievance

• Increase in the cost of production per unit

2. on the employees:

• Increase in the rate of absenteeism and turnover

• Reduction in the level of commitment, sincerity and punctuality

• Increase in the incidence of accidents

• Reduction in the level of employee morale

3. on the managers:

• Strained superior-subordinate relations.

• Increase in the degree of supervision and control

• Increase in indiscipline cases

• Increase in unrest and thereby machinery to maintain industrial peace

.

2.1.9 Steps involved in employee grievances handling

The procedure to deal with grievance in various organization can be studied under the
following heads:

Sugge
stion
box

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Analysis and impact of Employee Grievance

(Fig 2.2 Techniques of Handling Grievance)

1. Open Door Policy:

According to the name of the policy, it is clear that there is restriction on employees to
present their grievances and get solution to their grievances. The doors of the top
management of the company are kept opened. The aggrieved employee is free to meet
and express their grievances to the top executives of the organization and get his
grievances redressed. This open door policy for settlement of grievances is suitable for
small organizations. The top executives are directly in touch with the employees and
know them personally. According to the small size of the organization this is useful and
accepted by such organization. It takes very less time and gives timely and proper
settlement of grievances. This policy is not suitable for large organization.

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Analysis and impact of Employee Grievance

2. Ladder Policy:

This policy is used by the medium and large size of organizations. The
employees are more in numbers and the executives are also busy with their
tasks. They cannot spare time for everyone frequently for grievances
redressing. A policy is suggested and that includes steps. It is called step
ladder policy.

The aggrieved employee has to follow a step-by-step procedure for

presenting and getting his grievance redressed. In this policy, whenever an
employee is dissatisfied he can present his problem to his immediate
supervisor. The immediate supervisor would look into the grievances and
would give the solution within shortest period.

If not satisfied with superior’s action, then the supervisor or he can present
the grievance to his department head. The departmental head and would lode
into the grievances and give the decision as early as possible. If he feels he
can discuss with the grievance committee formed for this purpose. The
grievance committee has the representatives of management and employees
as well. If this step has not given the solution then it may be referred to the
top or chief executive of the organization. If he also fails in his attempt for
redressing the grievances, then it is referred to the voluntary arbitration
where the decisions of the arbitrator would be a binding on both the parties.
In this the time limit for different authorities for redressing is not specified. It
may vary from organization-to organization with die interest to redress as
early as possible.

3. Grievance Handling Committee:

The concept of grievance handling committee was suggested by the

experts for handling of grievances of employees in an organization. In this
concept, the management has to appoint a grievance committee for
redressing of grievances. In this committee the representatives of
management and employees are appointed in equal number.

The cases of grievances can be referred for this committee for settlement.
Under model grievance handling procedure there is provision for grievance

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 Analysis and impact of Employee Grievance

committee under step 3. The managers refer the cases for recommendations
to the committee. This can give suggestions to the management in
redressing the grievances.

After independence the efforts were put sincerely for fixing the procedure for
redressing the grievances in Indian industry. Indian Labour Conferences
were conducted and in its 16th conference a model procedure for redressing
of grievances was recommended for industries in India.
Under it the provisions were made for appointment of workers' representatives in each
department and they would deal the grievances in the first step. The Model Grievance
Procedure discussed in detail all the steps to be followed for redressing grievances.

These steps are explained in detail below:

Step 1:

In the first step when an employee feels aggrieved then he presents his grievance to
departmental representative, who is appointed as a representative of management. He
has to give his answer within 48 hours/two days. He would give his decision to the
aggrieved party.

Step 2:
In this step when the departmental representative failed to give the solution or has not
taken any decision, the aggrieved employee can present his grievance to head of the
department where he is working. The head of department looks into the grievances
when submitted to him and give his decision within 3 days from the date of
submission of grievance.

Step 3:
When under step two the head of the department gives the decision and aggrieved
employee is not satisfied he can take the grievance to Grievance Committee. Within 7
days from the date of submission of grievance, the Grievance Committee makes its
recommendations to the manager who submitted grievance to the committee.

The decision of top management on the basis of report of Grievance Committee

would be communicated to the aggrieved employee within 3 days from the date of
receipt of report. Further, if the aggrieved employees not satisfied then again appeal
can be made to the management for revision. On appeal for revision of decision, the
management must give the decision to the aggrieved employee within seven days
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Analysis and impact of Employee Grievance

from the date of appeal.

Step 4:
In this step when aggrieved employee is not satisfied from the decision of top
management on grievance redressing, the remains unsolved and he can refer this case
for redressing to voluntary arbitration. The decisions of the arbitrator would be a
binding on both the parties under law.

The model grievance handling procedure provides guidelines to the company

for redressing of the employees grievances. The necessary changes if needed
the organization can make and suit to their requirements. This contributes in
maintaining a formal communication pattern between employees and
management for redressing of grievances.

2.2.10 PRE-REQUISITES OF GRIEVANCE HANDLING

1. Acceptability:

The grievance procedure should be developed with mutual consultation among all the
parties' viz. management, workers and the union so that all the parties accept it without
any confusion.

In order to be generally acceptable, the procedure must ensure the following:

• A cause of fair play and justice to workers.

• Reasonable exercise of authority to managers.

• Reasonable participation to the union.

2. Legal Sanctity:

It is necessary that the procedure should be in conformity with the existing law. It should
be designed to supplement the statutory provisions. Wherever possible, the procedure
should make use of the machinery provided under legislation. The procedure may be
incorporated in the standing orders or collective bargaining agreement of the
Organization.

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Analysis and impact of Employee Grievance

3. Follow-Up:

A periodical review of working of the grievance procedure is required Necessary

improvements should be made to make the procedure more effective.

4. Simplicity:

The procedure should be simple not complex. It is simple only when it consists of as few
steps as possible. Channels for handling grievances should be carefully developed.
Employees must know the officers to be contacted at each level. Information about the
procedure should be communicated to the employee.

5. Training:

Supervisors and union representatives require a specific training in grievance

handling. This will help to ensure effective working of the grievance procedure.

6. Promptness:

The grievance procedure must contain quick response of redressed the grievances.

The promptness can be ensured in the following ways:

• The grievance should be settled at the lowest level as possible.

• There should be a single appeal.

• Time limits should be prescribed and rigidly enforced at each level.

• Different types of grievances may be referred to appropriate authorities.

2.2.11 ADVANTAGES

Grievance handling procedure contains the following advantages:

1. Bringing to light - It brings grievances into the open so that management can learn
about them and try corrective action.

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Analysis and impact of Employee Grievance

2. Preventing the grievance from growing to dispute - It helps in preventing grievances

from assuming big proportions. The management catches and solves a grievance before it
becomes a massive dispute.

3. The way to improvement - It enables the management to know the attitudes and
feelings of employee concerning the policies, rules and practices of the organization.
With such knowledge necessary improvements in policies and rules can be made.

4. Check on management - It acts as a check upon arbitrary and capricious management

action. When a manager knows that his actions are subject to challenge and review in a
grievance system he becomes more careful in taking his decisions.

5. Emotional release - It provides employees a formalized means of emotional release for

their dissatisfactions. Even if a worker does not use the grievance system for his own
emotional release in a particular situation, he feels better because he knows the
system is there to use if he wants to do so. It creates a sense of emotional security for
them.

6. Maintenance of work culture - It helps in establishing and maintaining a work culture

or way of life. As problems are interpreted in the grievance procedure, the group learns
how it is expected to respond to the policies that have been set up.

2.2.12 DISADVANTAGES
The main disadvantages of grievance handling procedure are as under:

1. Dependence on unions - Instead of being involved in actions to solve problems,

members learn to sit back and expect "the union" to take care of everything.

2. Variation in procedure - Procedures may vary from organization to organization.

Reprisals by management against grievant employees can happen.

3. Undue delay - Management can delay a final decision, frustrating members and putting
economic pressure on those affected, particularly in discharge cases.

4. Lack of human skills - Human relations skills may be lacking to deal with the
grievances at successive steps.

5. Time consuming - It can be time consuming and costly.

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Analysis and impact of Employee Grievance

2.2.13 NEED FOR A GRIEVANCE HANDLING PROCEDURE

Grievance procedure is necessary for any organization due to the following reasons:

I). Most grievances seriously disturb the employees - This may affect their morale,
productivity and their willingness to cooperate with the organization. If an explosive
situation develops, this can be promptly attended to if a grievance handling procedure
is already in existence.

2). It is not possible that all the complaints of the employees would be settled by
first Time supervisors, for these supervisors may not have had a proper training for
the purpose, and they may lack authority. Moreover, there may be personality
conflicts and other causes as well.

3). It serves as a check on the arbitrary actions of the management because supervisors
know that employees are likely to see to it that their protest does reach the higher
management.

4). It serves as an outlet for employee gripes, discontent and frustrations. It acts like a
pressure valve on a steam boiler. The employees are entitled to legislative, executive
and judicial protection and they get this protection from the grievance redressed
procedure, which also acts as a means of upward communication.

5). The top management becomes aware of employee problems, expectations and
frustrations. It becomes sensitive to their needs, and cares for then well-being.

A grievance handling system serves as an outlet for employee frustrations, discontents,

and gripes like a pressure release value on a steam boiler. Employees do not have to keep
their frustrations bottled up until eventually discontent causes explosion.

The existence of an effective grievance procedure reduces the need of arbitrary action by
supervisors because supervisors know that the employees are able to protect such
behavior and make protests to be heard by higher management. The very fact that
employees have a right to be heard and are actually heard helps to improve morale. In
view of all these, every organization should have a clear-cut procedure for grievance
handling.
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Analysis and impact of Employee Grievance

PART-B

Industry and company profile

1.9 INDUSTRY AND COMPANY PROFILE

JUBILANT
PHARMOVA

Jubilant Generics Ltd. Is an integrated global pharmaceuticals and life sciences

company engaged in pharmaceuticals, life science ingredient and other business
including drug discovery and development solutions and India branded
pharmaceuticals. The pharmaceuticals segment, through its wholly owned
subsidiary Jubilant Pharma Ltd., is engaged in manufacturing and supply of AIP's
solid dosage formulations, radiopharmaceuticals, allergy therapy products and
contract manufacturing facilities in the US Canada and India and a network of
over 50 radio-pharmacies in the US.

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Analysis and impact of Employee Grievance

The life science ingredients segment is engaged in specialty intermediaries,

nutritional products and life science chemicals through 5 manufacturing facilities
in India. The drug discovery and development solutions business provides
proprietary in-house innovation and collabourative research and partnership for
out-licensing through 2 world class research centers in India. Jubilant Life
Science Ltd. has a team of around 7700 multicultural people across the globe and
is committed to deliver value to its customers across over 100 countries. The
company is well recognized as a 'partner of choice' by leading
pharmaceuticals and life science companies globally.

An industry is certainly not a place where workers and employees try to get the
maximum each other. Bothe employee and organization can be a lot more if and
when they work together as partners in an enterprise, and if they have sympathy of
understanding of each other problems, which is the basic problems in employee
welfare. It is genuinely trust that the welfare country will help the business group
better; to keep up the symphonies modem connection and all more enduring
mechanical peace to handle viably the social issues and accomplish human
welfare.

The study is done at Jubilant Pharmova Ltd., Nanjangud, it is one of

pharmaceutical company. The main objectives of this study are to know the
various welfare measures adopted by the organization and satisfaction level of
the employees towards welfare.

 INDUSTRY PROFILE OF PHARMOVA

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Analysis and impact of Employee Grievance

(Fig 1.3 Jubilant Group Profile)

The pharmaceutical industry develops, produces and markets drugs licensed for use
as medications. Pharmaceutical companies produce brand and Pharmova medications,
the latter after expiration of the patent. They are subject to variety of 1laws and
regulations

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Analysis and impact of Employee Grievance

regarding patenting, testing and marketing of drugs. The main aim of particular
pharmaceutical industry is to develop research and distribute drugs in order to provide
health care for the people in the people in the society. The pharmaceutical industry like
other industries is subjected to follow certain rules and regulations. The pharmaceuticals
industry needs to follow rules about patents, market and medicines. Since the inception of
the pharmaceutical industry in the 19th century, it has come a long way and now it has
become one of the most influential and successful industry in the world with both
controversy and praise to its part.

Pharmaceutical industry is very much dependent upon the development and discoveries
that are made to search new type of drugs and also to search for new kind of medicines.
One can also see differences within the industry regarding the same drug or report and
different companies within the pharmaceuticals industry look to follow different paths for
the same thing. Drug discovery and drug innovation are two very aspects in the
pharmaceutical industry.

In 1930 the first pharmaceutical company in Calcutta called Bengal chemical and
pharmaceuticals started today India has achieved extremely large significance and incised
a niche for itself in the pharmaceutical domain.

The pharmaceutical industry in India has been growing rapidly in the recent years,
because of increasing the rate of usage zone in the country and powerful request from
outside India. Approximated the value is about US

$10bn, augmenting every year be value 9% in domain alignment home country position
4th in condition of capacity and 13th in terms of value of the product.

The pharmaceuticals industry in India is fabulous advancement impact of good

infrastructure progress and technological advancement and then offering wide varieties of
product to the customer. Powerful request from foreign country because of home country
employees put their efforts and produce major drugs of therapeutic product and the quality
of the therapeutic product is really good.

The pharmaceutical industry in India has been increasing manufacturing process and the
research and development departments put their efforts to produce the different kind of
dosage forms. In enlarge to having GMP, WHO (world health organization) Indian
pharmaceutical companies, getting plant permission from international regulatory
agencies like USFDA, MCA, (UK) TGA (Australia) USFDA.

4
Analysis and impact of Employee Grievance

Approximately India has 250 large units 8000 small scale units from Indian
pharmaceuticals industry. Government of lndia also plays a major role in development of
pharma industries and technologically it's strong.

It is planned to develop software parts in India and it attracts 100% foreign direct
investment it helps in development and growth, globally pharmaceuticals markets were
developed rapidly because of emerging new markets in western markets slow down.

1.2.1.1 MAJOR PHARMACEUTICAL INDUSTRIES IN INDIA

NAME OF
SL.NO COMPANY Market Capitalization (Rs.In Core)
1 Sun Pharma 201706.41
2 Lupin 77115.19
3 Dr Reddy's Lab 56638.13
4 Cipla 47025.38
5 Aurobindo Pharma 37281.76
6 Cadila Pharma 36159.61
7 Glaxo Smith Kline - 27522.55
8 Glenmark Pharma 25045.36
9 Divis Labouratories 23493.97
10 Torrent Pharma 21555.59

(Table 1.2 Lists of Pharma Industries)

4
Analysis and impact of Employee Grievance

Market Capitalization (Rs.In Core)

21555.59
23493.97
25045.36
Sun Pharma
27522.55
Lupin
Dr Reddy's Lab
Cipla
201706.41
36159.61 Aurobindo Pharma
Cadila Pharma
Glaxo Smith Kline
37281.76
Glenmark Pharma
Divis Labouratories
47025.38 Torrent Pharma

56638.13 77115.19

Fig 1.2 Market Capitalization)

1.2.1.2 DRUG DISCOVERY

Drug discovery is a process through which potential drugs are designed or discovered. It
has been observed in the past that most of the drugs were invented by means of isolated
the active component from remedies which are traditional in nature or through another
kind of discovery know as serendipitous discovery.

1.2.1.3 DRUG DEVELOPMENT

This process is taken forward after the discovery is done and the product is identified as a
potential drug. The development takes place immediately after that has the component is
turned into a medicine. So, this is also considered as a very important process and has
great importance process and has great importance in pharmaceutical industry. For the
first time ever, in 2006, global spending on prescription drugs topped $289 billion in
annual sales followed by the Europe and Japan. Emerging markets such as China, Russia,
South Korea and Mexico outpaced that market, growing a high 81 %. Pharmaceutical
industries in the United States saw profit grow even whilst other top industries slowed. In
the annual fortune 500 survey the pharmaceutical industry topped the list of the most
profitable industries, with a return of 17% on revenue.
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Analysis and impact of Employee Grievance

The pharmaceutical industry today is the front runner of India's science-based industries
with wide ranging capabilities in the complex field of drug manufacturer and technology.

A highly organized sector the Indian pharmaceutical industry is estimated to be worth $

4.5 Billion, growing at about 8 to 9 percent annually. "Pharmaceutical industry ranks
very high in developing and emerging nations in terms of technology, quality and
range of medicines manufactured from simple headache is now made indigenously.

Indian pharmaceutical industry plays a key role in promoting and sustaining development
in the vital field of medicines boasts of quality procedures and many units approved by
authorities in the United States and UK. International companies associated with sector
have stimulated, assisted and spearheaded this dynamic development in the past 53 years
and have helped to put India on the pharmaceutical map.

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Analysis and impact of Employee Grievance

INDIA
Chemical Industries

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BENGAL
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Cop yri ght C 20 14 www.maps o lind la.com
(Upda ted on 26th February 2014)

(Fig 1.5 Global Industry Location)

Page | 37
 Analysis and impact of Employee Grievance

1.2.1.4 CHALLENGES OF PHARMACEUTICAL INDUSTRY

The pharmaceutical industry in india facing problems from many years, Rules and regulations
of the government change from time to time, expectation of the consumer increasing the
pharmacy industry facing huge competition from foreign company. Comparing to the foreign
company the drugs of the Indian companies is available at cheaper rates. Effects of new
products, price control, regulatory firms and infrastructure facility are the major problems
faced by pharmacy companies.

1.2.1.5 CLASSIFICATION OF PHARMACEUTICAL SUB INDUSTRIES

 Drug manufacturer
 API (Active Pharmaceuticals Ingredients).
 Formulations manufacture.
 Biotechnology and R&D.
 Drug marketing companies.

1.2.1.5 SMALL, MEDIUM AND LARGE ENTERPRISES

As promising as the future is for a whole, the outlook for small and medium enterprises is not
as bright. The excise structure changed so that companies now have to pay 16% tax on the
maximum retail price (MRP) of their products, as opposed to on the ex-factor price
consequently, larger companies cut back on outstanding and what business is left shifted to
companies with facilities in the four-tax free-states. Himachal Pradesh, Jammu and Kashmir,
Uttarakhand and Jharkhand. Consequently, a large number of pharmaceutical manufactures
shifted their plant to these states, as it become almost impossible to continue operating in
non-tax-free zone. But in a matter of a couple of years the excise duty was revised on two
occasions, first it was reduced to 8% and then to 4%. As a result,

Page | 37
Analysis and impact of Employee Grievance

the benefits of shifting to a tax-free zone was negated. This resulted in factories in the
tax-free zone; to start up third-party manufacturing under this these factories produced
goods under the brand names of other parties on job work basis.

Largest companies-sales, marketing and business, multinational pharmaceutical

companies ranked as per active presence of sales, marketing and business in India.

• Pfizer
• Glaxo Smith kline
• Sanofi Aventies
• Johnson and Johnson
• Amgen
• Novartis
• Roche

1.2.1.7 FUTURE GROWTH OF PHARMACEUTICALS INDUSTRY IN INDIA

The destiny of Indian pharma enterprise is quite bright. The pharmaceutical enterprise in
envisioned to be worth of $26 billion and predicted to be attaining $55 billion by means
of2020. Branded generics direct the pharmaceutical market; develop almost 8% of the
entire shar_e. India is the almost important company of generics pills globally with the
India is around 35.to 45% of that in the lowest production costs within the world.

{in USSbillion)
60
55

45

30

15

0
2005 2013 2015 2016 2020"
www.equitymaster.com Source: www.ibef.org
2020* Forecast

(Fig: 1.6 Pharmaceutical Industry Growth in India)

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Analysis and impact of Employee Grievance

1.2.1.8 ADVANTAGES OF PHARMACEUTICAL INDUSTRY

The pharmaceutical industry in India has been growing quickly because of skilled
workforce improvement of technology, industrialization globalization of the economy,
increasing the investment opportunity, good infrastructure facility less trade barriers
foreign direct investment, increasing the cash flow in research and development.

These are the advantages to the pharmaceutical industry to grow rapidly and produce the
products at affordable prices to meet the customer needs.

1.2.1.9 GOVERNMENT SUUPORT

The Indian government established the department of biotechnology in 1386 under the
ministry of science and technology. Science then, there have been a number of
dispensations offered by both the central government and various states to encourage the
growth of the industry. India's science minister launched a program that provides tax
biotechnology parks society of India to support ten biotech parks by 2010. Previously
Ltd. to rodents, animals as part of the minister's initiative.

1.2.1.10 EXPORTS

Exports of the pharmaceutical products from India increased from US $8.7 billion in 2008-
09 a combined annual growth rate of 21.25%. Some of the major pharmaceutical's firms
include sun pharmaceuticals, Cedilla health care and Primal enterprises.

India exported $11.7billon wroth of pharmaceuticals in 2014. Pharmaceuticals export

from India stood at US $17.27 billion in 2017-18 and is expected to grow by 30% to
reach US$20 billion by the year 2020. The 10 countries below imported 56.5% of that
total. Few countries details are as follows:

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Analysis and impact of Employee Grievance

Rank Country Value (US$) Share

1 United states $3.8 billon 32.90%

2 South Africa $461.1 million 3.90%

3 Russia $447.9 million 3.80%

4 United Kingdom $444.9 million 3.80%

5 Nigeria $385.4 million 3.30%

(Table 103 Exports from India)

Share

1 United states $3.8 bill on

2 South Afr ica $461.1 million

3 Ru ssia $44 7 .9 million

4 Unite d King do m $444.9

mill ion
5 Nigeria $385 .4 million

(Fig 1.7 Export from India Share)

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Analysis and impact of Employee Grievance

 COMPANY PROFILE

Jubilant Pharmova Ltd. is an integrated pharmaceutical and Pharmova company is the

largest custom research and manufacturing services (CRAMS) player and a leading Drug
Discovery and Development solutions (DDDS) provider out of India recently it has been
ranked no.06 amongst the top 10 global contract manufacturing and services outsourcing
players of the pharmaceutical industry (UNCTAD).

The company provides products and services across the pharmaceutical value chain,
searching its customers globally with its ground presence in India, North America,
Europe and china. The company is well recognized as a partner of choice by leading
generics companies worldwide.

Our global leadership positions

1.9..1 Globally leadership in AIP' s carbamazepine citalopram, donepezil,

Irbesartan, lamotrigine meclizine, oxcarbazepine and valsartan.

1.9..2 Globally number 1 in pyridine, beta Pico lines and 14 other pyridine
derivations fine chemicals.

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Analysis and impact of Employee Grievance

1.9..3 Globally amongst top 10 players in ethyl acetic anhydride.

1.9..4 Globally amongst top 10 players in chlorine chloride (vitamin B4).

1.9..5 Leading market share positions in four therapeutic and imaging, nuclear
medicine products in North America

1.9..6 Leading number 2 allergy Therapy Company in the USA.

1.9..7 Amongst top 3 in the contract manufacturing of semi-solid OCL dosage

formulations in North America.

1.9..8 Global leadership in the contact development and manufacture

of sterile injectable dosage forms.

1.9..9 Leadership, amongst the world's top 5 in integrated drug discovery

and development solutions.

1.9..10 Unique affordable healthcare model operational in west Bengal, India.

The company's success so far is an outcome of its strategic focus on the pharmaceuticals
and life sciences industry moving up the value chain for products and services across
geographies, constantly investing in various growth platforms and promoting a culture of
innovation.

Over the years we have extended our footprint beyond India in the USA, Canada, Europe,
other countries across the globe. We have expanded our business by building capabilities
internally, through strategic build outs and acquisitions, resulting in a network of 7 world
class manufacturing facilities in India and 3 in North America and a team of around 6300
people across the globe with 1500 in North America, with international sales in more than
90 countries.

Our multi-location presence helps us get closer to our customers and serve them better
with the best in class products developed most efficiently, economically and on time at
Jubilant Generics Ltd. we are engaged in continuous improvement of our products and
process to enhance the quality of our production and cost competition in order to build
value for our customer. We serve our customers across the globe in over 90 countries and
have strong relationship with the top 20 pharmaceutical companies and 7 out of the 10
agrochemical companies across the globe.

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Analysis and impact of Employee Grievance

1.2.2.1 BACKGROUND AND INCEPTION OF THIS COMPANY

Year events 1978-the company were incorporated on 21 st June in Uttar Pradesh. The
company manufactures vinyl acetate monomer (VAM). The company was promoted by
A.B. Bogor's (Swedish multinational) Hindustan wires Ltd. and mr.ml Bhatia Jubilant
Generics Ltd., headquartered at Noida, near New Delhi, India we set up as VAM organic
chemicals Ltd. in 1978. Jubilant generics Ltd. life sciences is is a part of the group
Jubilant Pharmova Ltd. this corporation operates in four business areas life sciences
product specialty chemicals oil and gas (exploration and production) and food and
services. As the company made its transition from a bulk and specialty chemicals
company to an integrated pharmaceutical company, it changes its corporate identity by
renaming itself as Jubilant Generics Ltd. organizes in 2001, to reflect the company's
changed business profile life science is one of India' s largest custom research and
manufacturing services (CRAMS) companies. The company is a drug discovery and
developed services provider along with being a leading active pharmaceutical ingredients
(AIP) company in India.

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Analysis and impact of Employee Grievance

1.2.2.2 HISTROY

► 1981:

1200number of equity shares subscribed for the signatories to the memorandum of

association 3463800 number of equity and 38500 preference shares issued through a
prospectus during March/April 1982, 19250 preference shares each reserved and allotted
to UPSIDC and PICUP.

► 1982:

693000 rights equity shares issued at par in prop l:5(only 552043) shares taken up.

► 1983:

Another technical collaboration agreement was signed with crown decorative products
ltd. UK, and reed international company for the manufacture of high pressure emulsions
i.e Polyvinyl acetate emulsions. This project was commissioned in 1985-86.

► 1984:

A technical collaboration agreement was signed with Techno spa of ltaly for the
manufacture of polyvinyl alcohol with an installed capacity of 2000, tons per annum. The
unit was commissioned in July 1991, with an installed capacity of 650MT per annum.

► 1985:

VAM leasing Ltd. and VAM investment Ltd. were incorporated as wholly owned
subsidiaries of the company.

► 1986:

1006180 number of equality shares issued at par to financial institutions on conversion of

loans.

► 1987:

The company decides to set up a plant to recover carbon dioxide in collaboration with
hydro gas Denmark and manufacture of dry ice. The plant was commissioned in 1989.

► 1989:

A synthetic wood adhesive "Vomica" was launched in January and liquid and dry carbon
di-oxide (dry ice) were launched in march. The company installed another new boiler of
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Analysis and impact of Employee Grievance

capacity 25 tone steam/hour based on the fluidized bed technology to eliminate air
pollution.

► 1990:

The company commissioned a pant with an installed capacity of 500 tons per annum for
the manufacture of pyridine, and Pico lines.

► 1992:

Ramganga fertilizers Ltd. (RFL) was amalgamated with the company effective 1st April, as
per BIFR scheme. As per the scheme of amalgamation 256522 number of equity shares of
rs10 each were issued @par to the shareholders of erstwhile REL in the ratio of one equity
share of the company for every 10.35 number of equity share of rs10 each fully paid up
of the erstwhile REL.

► 1995:

A technical collaboration agreement was signed with Kemira coatings Ltd., UK, to
manufacture wood finishes a polymer-based product. Another agreement was also signed
with m/s Tautaug, Germany to manufacture construction chemical in its plant at Gajraula.

► 1996:

The company proposed to open offices in Singapore to cater to the need of S.E. Asia and
china and European markets. With a view to tackling the power failure and fluctuations,
the company proposed to install a turbine generator with a capacity of 5.5MW.

► 1997:

The company faced a sharp decline in sales realization of acetic and VAM, due to a
combination of the south East Asian financial debacle and the large capacity buildup of
acetic acid and VAM in South Korean and Singapore.

► 1999:

VAM organic chemicals Ltd. (VOCL0 has proposed to consolidate and improve its
exiting position in the chemical industry in the current fiscal. The company's 22500 tons
per annum formaldehyde plant has been commissioned, permitting it to export greater
quantities of picolines and pyridines. It has also installed new boilers and increased the
capacities of existing plants.

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Analysis and impact of Employee Grievance

► 2000:

Enters the bio/chemo informatics arena by setting up JLS Ltd. Biopsy's Ltd.

► 2001:

New corporate identity: JLS Ltd. organizes Ltd. reflecting changed corporate and
business profile.

► 2002:

Acquires the active pharmaceutical ingredients business.

► 2003:

Trading symbol of JLS Ltd. organizes Ltd. is changed from "VAMORGANIC" to JLS
Ltd.

► 2004:

JLS Ltd. organizes ltd. has informed that the board of directors at their meeting held on
January 9, 2004, have approved for voluntary delisting of equity shares of the company
from the Delhi stock exchange association Ltd. the Calcutta stock exchange association
Ltd., Kolkata and the Uttar Pradesh stock exchange association Ltd. subjected to the
approval of shareholders by special resolution.

► 2005:

Acquired pharmaceutical company in USA involved in off patent drug development and
supply and owns USFDA approved manufacturing facility for solid dosage forms.

► 2006:

Selected as one of the top 25 companies for institute of company secretaries oflndia
national award for excellence in corporate governance. Finalist in golden peacock award
for excellence in corporate governance.

► 2007:

JLS Ltd. organizes Ltd. has acquired 100% equity stake in Hollister-steer laboratories
LLS, USA, engaged in high growth injectable contract manufacturing and well
established and stable allergy immunotherapy business.

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 Analysis and impact of Employee Grievance

► 2009:

JLS Ltd. enters into multiple drug discovery partnerships with leading pharma and biotech-
companies such as Astra Zeneca, Orion, endo pharmaceuticals and bio leap and bio leap and
also extends its collaboration with Lilly for five years.

► 2010:

November 15, 2010, Agri and performance polymers business of JLS Ltd. life sciences Ltd.
Industries Ltd., which will be part of JLS Ltd. Bhatia group.

► 2011:

Jubilant life sciences Ltd. have announced another successful delivery of an early stage milestone
in the pain therapeutic area. Jubilant org-Jubilant sets up global scale capacities for Symtec-
developed through.

► 2012:

Jubilant life announced today that they have achieved an early stage milestone in one of their
collaborative programs with Chads ford. "Jubilant Hollister stir announces multi million-dollar
award for the manufacture of sterile parenteral products". "Jubilant SEZ@ Bharuch, inaugurated
by Shri. NARENDRA MODI, honorable chief minister of Gujarat".

► 2013:

Jubilant life sciences receive prestigious NDTV profit business leadership award 2012 for
corporate social responsibility. Jubilant life science receives ANOA approval for quetiapine
fumarate tablet. Jubilant life science declared winner of supply chain excellence awards at 7 th
express logistics and supply chain leadership awards2013.

► 2014:

Jubilant life science- Results of tender offer for acquisitions of minority shares of cadista holidays
Inc. board recommended a divided of Rs 3 per equity shares of Rs 1. Jubilant life science wins
Excellence award at India Pharma awards 2014. Jubilant life science conferred with golden
peacock business excellence awards 2014.

► 2015:

Gold Award in Ankles war chapter convention on quality concepts 2015(ACCQC). Two
hours at the 10th annual CIOlOO awards by CIO magazine-CIOlO0 Innovation architect

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Analysis and impact of Employee Grievance

special awards 2015 and versatile 100 hours. Golden peacock national quality. Data quest
business technology awards for best IT implementation in analytics, mobility, cloud,
ERP/CSM/CRM. ASSOCHAM'S Responsible organization excellence award 2014-15. 50
most talented sustainability leaders award. 15th annual Genentech environment award
2014 gold category winner under chemicals and pharmaceutical sector at gajrula plant,
India. I.C.O.N.I.C IDC insights award, under health and life science vertical.

► 2016:
Jubilant life science Ltd. won the sustainability award for best green process in chemical
sector of FICCI chemical & petrochemical award, 2016.

► 2017:
Jubilant gets USDFA nod for generic antifungal capsules. Jubilant life eyes specially
pharma biz acquisition in US. Jubilant completes acquisitions of radio pharmacy business
of triad. "Second award" under the category of basic inorganic, organic chemicals
including Argo chemicals for the outstanding export performance of the year 2017
instituted by IR society of India. Green tech environment award 2017 received by
Nanjangud plant Jubilant life science ltd, Gajraula awarded with CII 17 th national award
for excellence in energy award 2016 in category of chemical/pharma/fertilizers.

1.2.2.3 NATURE OF THE BUSINESS CARRIED

PHARMACEUTICALS AND LIFE SCIENCES

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Analysis and impact of Employee Grievance

The demand for pharmaceutical products is seeing an uptrend and is expected to continue
growth in line with longer life expectancy and higher prevalence of infections and chronic
diseases. Healthcare is acknowledged as an integral part of every government's official
manifesto, across developed world as well as the emerging markets.

This signal substantial value depletion of existing portfolio of major pharmaceutical

companies even through some of them well have generic versions of the products
going off patent.

Innovation typically earmarks around 20% of their sales to R&D activities in order to
maintain a portfolio of patented products. Outsourcing provides a way to optimize these
spends. The evolving dynamics of the healthcare industries favor outsourcing and
companies like JLS ltd. Life science stand to be a major beneficiary.

Thus, the ceop science market is expected to continue on growth path as farmers rely
more and more on crop protection and crop nutrition products. As a result, the demand for
life science products is expected to generate sustainable growth for JGL ltd.

Indian companies are today regarded as collaboration demonstrating capabilities that

match global expectations, JGL ltd have been recognized as the 6 th largest contact
manufacturing and services outsourcing player in the pharmaceutical industry by united
nation conference on trade and development (UNCTAD) in its world investment report
2011.

JGL ltd. Jubilant today offers a substantial footprint in life science and pharmaceutical
products & services through its presence across the value chain. Its integrated
operating setup makes it feasible to deliver advantages of scale and quality required
by its global clients in the chosen verticals. While the opportunity in outsourcing is
large, the requirements from products & service solutions providers in this sector are
often stringent. JGL ltd enjoys a sterling reputation as a partner of choice to almost all
top players within these industries.

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Analysis and impact of Employee Grievance

1.2.2.4 JPL LTD. BUSINESS STRATEGY

JPL ltd have spelled out four key pillars of growth that are integral to the way they do
business viz. integrated operations, global outreach, innovation and sustainability,
integrated operations the key strategy operations to bring in higher value added products.
JPL ltd has been successful in achieving this through innovative process and usage of
new in-house technology which has been built by our R&D team. During FY2012, they
setup global scale, plants of vitamin B3 in 3 cyanpyridines, they are also setting up a
manufacturing plant at SEZ for Symtec, a crop science ingredient for the world's largest
& safest low-cost insecticide through an environment friendly.

This will make JPL the world's largest producer of the crop science ingredient for the
insecticide through green route. Both the facilities are fully integrated & would consume
expanded capacity of in-house pyridine and beta picolines. The API's division sources
some of its advanced intermediate& chemicals from the LSI vertical and also integrated
with our pharmova business with more &more of our solid dosage formulations being
field based on house API's. The effect of integration on the company's performance can be
measured by tracking the proportion of sales accruing through interdivisional transfer. On
this count we demonstrate realized higher benefits from integration with % to income of
interdivisional transfer improving from 6% in F.Y 2013 to 11% in F.Y2014 with growth
of 118%. These would invariably help us to achieve faster growth while maintaining
global cost competitive advantage.

Global outreach the key strategy of their geographical outreach is to increase penetration
of our exiting & new products with special emphasis on regulated markets & entry into
new regions especially in emerging economies. JPL ltd continues to derive higher income
from international sales, reaching out to almost 75 countries in the world, with marketing
offices in the US, Europe and china. They continue to focus on regulated markets such as
the US, Canada, Europe & Japan through deeper penetration. With
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Analysis and impact of Employee Grievance

Presence across regulated as well emerging markets across the world, we are best
positioned to take advantage of opportunity arising from the markets place.

1.2.2.5 NATURE OF THE COMPANY

JPL ltd JUBILANT PHARMOVA PHARMACEUTICALS LIFE SCIENCE

INGREDIENTS

• Active pharmaceuticals ingredients

• Contract manufacturing

• Outsourcing

• Proprietary products

• Exclusive synthesis

• Generics drug discovery and development solutions

• Nutrition

• Ingredients

• Specialty

• Pharmaceuticals

• Healthcare generics

• Chemical management

• Discussion & analysis

1.2.2.6 INNOVATION

Through innovation, JPL ltd have introduced new products in the market and
continuously improved their processes and multiple technologies resulting in increased
revenues and improved margins. Their business model is underpinned by innovation, with
over 45 new products launched in the last 3 years about 60 stated for launch in the next
years. During the year, they commissioned 2 new products, niacin amide and sysmtet, for
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Analysis and impact of Employee Grievance

Which we developed process in house. Further, their innovation team is engaged in

developing 3 new products through innovation processes.

They have been continuously developing ingredients for pharmaceutical and Argo
chemicals industry by using environment friendly process & technology. The main thrust
of the development has been to maximize the use of their internal raw materials and
provide increased benefit to consumers through cost & quality advantage. Innovation led
continuous improvement in their existing products & processes have resulted in increased
in yield and process time reduction resulting increased competitiveness in the market
place.

They integrated drug discovery & development programs in specified therapeutic areas
have global partnership with the objectives of identifying and delivering affordable
innovative healthcare solutions to the global pharmaceutical industry & patients
worldwide. The revenue model is a combination of research fees, discover milestons,
development milestons and royalty on launch of products. JPL, JGL ltd biosys & JGL ltd
chemsys are currently engaged with large & midsize pharmaceuticals companies in many
collaborative integrated programs in therapeutic areas of oncology.

1.2.3 PROMOTERS

• Jaytee Private Ltd.

• Torino Overseas Ltd.

• Cumin Investment Ltd.

• Nikita Resources private ltd.

• Vam Holdings Ltd.

• Rance Investment holdings Ltd.

• Miller Holdings Pte. Ltd

• Jubilant Stock Holding Private Ltd.

• Hsb corporate Consultants Private Ltd.

• Ssb consultants and management Services Private Ltd.

• Mav Management Advisors Llp

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Analysis and impact of Employee Grievance

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Analysis and impact of Employee Grievance

• Jubilant Enpro Private Ltd.

• Jubilant Consumer Private Ltd.

• Jubilant Advisors Llp

1.2.4 VISION, MISSION AND QUALITY POLICY

Our values

(Fig 1.9 Organization Values)

JPL ltd symbolizes positivity, dynamism, triumph and joy, all of which guide and shape
the groups collective experience and offers. They will always care for human needs, share
its expertise to provide better life and help upgrade the stake holder's standard ofliving
and sustainable growth by dynamiting the value chain within the group.

JPL ltd symbolizes positivity, dynamism, triumph and joy, all of which guide and shape
the groups collective experience and offers. They will always care for human needs, share
its expertise to provide a better life and help upgrade the stake holder's standard of living
and sustainable growth by dynamiting the value chain within the group.

Their vision is to be amongst the top 10 most admired companies to work for. They want
to maintain our leadership position in our chosen area of business in India and to establish

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Analysis and impact of Employee Grievance

it globally. We will endeavor to create new opportunity for the growth in our strategic
business which gives a 10 points higher rate of return than the cost of capital.

Our values determine our business path combined with our promise and vision, these
values have determined what we have achieved and they continue to guide our future.

1.2.4.1 VISION

• To acquire and maintain worldwide leadership position in chosen extent of

business.

• To continuously create new opportunities for development in our strategic

businesses

• To be among the top 10 most admired companies to work for

• To constantly achieve a return on invested capital of at least 10 points higher than

the cost of capital.

1.2.4.2 MISSION

• To continue towards developing the quality life of the society around its
manufacturing place and develop mutual trust and coordinal relationship

• To bring more focus to the part of social interventions, Jubilant Bhatia

foundations, not for profit company was commenced in 2007 to carryon different
social initiatives

• As a part of jubilant Bhatia group, the organization focuses on conceptualizing

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Analysis and impact of Employee Grievance

& implementing the CSR initiatives for the group.

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Analysis and impact of Employee Grievance

1.2.4.3 QUALITY POLICY

Jubilant Ltd. is an ISO 270001:2013 licensed company our continuing promise to the
security of our services to customers is authorized by the British standard institution
(BSI) India. The globally recognized ISO 270001:2013 standards require us to.

• Continuously asses our information security risks, consider the business impact of
threats & exposure that are particular to Jubilant biosys and its customers

• Plan and put into practice a wide variety set of information security controls &
risks organization procedures to deal with corporation & architect security risks

• Implement an organization procedure to make sure that the records protection

controls meet our data security desires constantly, so that we remain invulnerable
to emerging threats

1.2.5 PRODUCTS AND SERVICE PROFILE

1.2.5.1 PRODUCTS

• Active pharmaceutical ingredients

• Generics

• Radiopharmaceutical

• Allergy therapy products

• CMU sterile and non-sterile products

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Analysis and impact of Employee Grievance

• Drug discovery and development solutions

• Products and proprietary and exclusive synthesis

• Nutrition ingredients

• Life science chemicals

1.2.5.2 SERVICES

• Providing healthcare Centre

• Oil and gas services

• Infrastructure facility

• Automobile facility

• Software solutions

• Rural education system

• Jubilant career space

• Food and retail

• Agro and polymers service

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 Analysis and impact of Employee Grievance

sales
%of %of prod sales
PRODUCT NAME UNIT inst.prod.cap sales(cr) (rs)
stock cap.util n qty unit
specially chemicals MT 75.3 0 0 0 0 2058.4 -
active pharmaceutical
ingredients
MT 16.1 0 0 0 0 441.1 -
tablets and capsules NOM 4.2 0 0 0 0 114.1 -
dry choline chloride MT- 1.9 0 0 0 0 52.41 -
feed premises MT 1.3 0 0 0 0 34.88 -
other operating
revenue
NA 0.9 0 0 0 0 23.43 -
power and steam NA 0.3 0 0 0 0 8.01 -
income from utility
services
NA 0 0 0 0 0 0.85 -
tolling services NA 0 0 0 0 0 0 -
other traded MT 0 0 0 0 0 0 -
sales NA 0 0 0 0 0 0 -
fertilizers/maure
organic trade
MT 0 0 0 0 0 0 -
organic manure trade MT 0 0 0 0 0 0 -
single super phosphate MT 0 0 0 0 0 0 -
export incentives NA 0 0 0 0 0 0 -
alcohol KBL 0 0 0 0 0 0 -
IMFL KBL 0 0 0 0 0 0 -
sulpheric acid MT 0 0 0 0 0 0 -
organic chemicals
traded
MT 0 0 0 0 0 0 -
organic specialty
chemical trade MT 0 0 0 0 0 0 -
active pharma
ingredient trade
MT 0 0 0 0 0 0 -
feed premises trading MT 0 0 0 0 0 0 -
agro chemical KL 0 0 0 0 0 0 -
agra chemical trading KL 0 0 0 0 0 0 -
agro chemical trading LTR 0 0 0 0 0 0 -
co-polymers MT 0 0 0 0 0 0 -

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 Analysis and impact of Employee Grievance
-

1.2.5.3 PHARMACEUTICALS

1.2.5.4 ACTIVE PHARMACEUTICALS INGREDIENTS (API'S)

• Provider of bulk drugs to generics pharmaceutical companies

• Focus on therapeutic segments-CVS, CNS, gastro- intestinal and anti- infective.

1.2.5.5 PHARMOVA

• Provider of high-quality finished dosage forms (tablets and capsules)

1.2.5.6 SPECIALITY PHARMACEUTICAL

• RADIOPHARMACEUTICALS - development, manufacturing and marketing of

radiopharmaceutical products for diagnostics and therapeutic use.

• ALLERGY THERAPY PRODUCTS - major therapeutic and diagnostic extracts

for allergy derived from pollens, animals and stinging insects' venoms.

1.2.5.7 CONTRACT MANUFACTURING OUTSOURCING

• CMO services for lyophilized product, liquid fills, suspensions and WFI/diluents
and clinical trial quantities.

• CMO services for ointment, cream and liquid.

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Analysis and impact of Employee Grievance

1.2.5.8 DRUG DISCOVERY AND DEVELOPMENT SOLUTIONS (DDDS)

• Providing integrated drug discovery and development solutions to global

pharmaceutical and biotech companies.

• Discovery research: target to JND, functional services, medical chemistry and

scale up synthesis

• Clinical research: integrated from phase 1 to phase4 in US, EUROPE and INDIA

• JV with lily for managing drug development from pre-clinical to phase 2- proof of
concept.

1.2.5.9 HEALTH CARE

• Providing affordable high-quality healthcare services in West Bengal, India

1.2.6 AREAS OF OPERATION

1.2.6.1 GLOBAL PRESENCE

They expand their footwork outside India in the USA, Canada, Europe and other nation
across the universe, corporate headquarters and central research and development are @
Noida, Delhi NCR, India they have extended their business by building efficiency
internally.

NORTH AMERICA

• Kirkland, Quebec, Canada

• USFDA standard facility for contract manufacturing of non-sterile products and

radio pharmaceuticals.

USA

• Spokane, Washington, USA-Approved by USFDA, UK MHRA, PMDA Japan

and ANVISA Brazil for agreement production facility of sterile injectables and
allergy remedy products. Salisbury, Maryland, USA USFDA accepted facility
genencs.

• Bedminister new jersey, USA- Marketing office and clinical research centre.
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Analysis and impact of Employee Grievance

• Raleigh, North Caroline, USA Clinical research Centre.

• Horsham, Pennsylvania, USA- Marketing and sales head office-Jubilant Cadista

• Malvern, Pennsylvania DDDS office

1.2.6.2 NATIONAL PRESENCE

NORTH INDIA

• Noida, Uttar Pradesh- Research and development and corporate Centre’s.

• Gajraula, Uttar Pradesh - largest integrated pyridine and its derivative facility in
the world.

• Roorkee, Uttarakhand USFDA, UK MHRA approved facility for generics.

1.2.6.3 CENTRAL AND WEST INDIA

• BHARUCH, Gujarat

• Amber Nath, Maharashtra

• Samlaya, Gujarat.

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Analysis and impact of Employee Grievance

1.2.7 INFRASTRUCTURE FACILITIES

1.2.7.1 MANUFACTURING FACILITIES

Jubilant life science ltd, has four state of art manufacturing plants strategically located at
Bhatia gram, Gujarala (100 km from Delhi), Niro (Near Pune, Maharastra), Samalaya
(Near Vadodara Gujarat) and Nanjangud(Near Mysuru), implementation of the latest
system has ensured protection in our production pastime and has also caused product
exceptional.

Environment, health and safety facility:

Jubilant life science ltd, a major producer of organic intermediates performance chemicals
like science chemicals select active pharmaceuticals ingredients, and agri products.

1.2.7.2 RESEARCH AND DEVELOPMENT OVERVIEW

R&D is a focal point place for Jubilant life ltd, each commercial enterprise invests invests
significantly in R&D, which no longer simplest includes market place pushed new product
development however also improvement of latest procedures and improvements in
existing ones. It's state -of-the-art principal R&D @Noida and studies centers@
productions locations are housed in over 60000 sq.ft, place with one hundred seventy-

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Analysis and impact of Employee Grievance

five scientist operating on maximum state-of-the-art R&D equipment's and instructions

such as GCMS, CCS, FFTS, AAS, and NMR.

1.2.7.3 BUSINESS ENABLERS MANUFACTURING

At Jubilant Pharmova Ltd., we operate with the objectives of sustainable growth along
with an understanding of optimum utilization of resources, facilitating creativity,
innovation and resource conservation.

We have grown tremendously over the years and over manufacturing facilities are taking
strides to provide best in industry products and services through reduced cost of
operations, engineering initiatives and capacity de-bottlenecking. We use productive
maintenance (TPM) with the help of which our manufacturing facilities have proven to be
highly profitable. The technologies used at our facilities are environment friendly and all
processes are conducted with in well- equipped and safe plants.

Presently, we operate from 7 manufacturing plants in India and 4 manufacturing plant at

different location in North America. Pour plant for generics is located in the United States
at Salisbury, Maryland which is serving as a huge generics market for North America. We
are successfully developing numerous products fillings and we wish to expand to other
international circuits. Sufficient support is provided by the Roorkee, Uttarakhand, India
plant where dosage formulation is manufactured and supplied further to other global
locations.
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Analysis and impact of Employee Grievance

Sterile injectable plants and OCL manufacturing are at Spokane, Washington, US and
Montreal, Quebec, Canada. Both are plants are approved by the USA, FDA and other
major regulatory bodies. Contract manufacturing out sourcing (CMO) by our specialists
to local competitors has provided our North American contract manufacturing in the
market.

Our Spokane facility also houses Allergy Therapy products business, while the
Montreal facility in Canada supports our Radiopharmaceuticals business. Keeping our
suppliers in mind who provide for raw materials and also to stay within the proximity
of the markets, we are located ideally in Canada. The entire distribution of
manufacturing facilities and research units across the globe is devised in such a manner
that proximity to end customers is strategically planned. Our manufacturing facilities
are reliable in terms of quality, environment and safety, we have a sustained
accreditation of IMS, cGMP's as well the approval of US, FDA, UK, MHRA and
PMDA (Japan). The production of API's and solid dosage formulations in India has
taken us to newer heights in a progressive and consistent manner.

Another recent achievement for Jubilant has been the world class facility at Bharuch SEZ,
Gujarat where vitamins, fine ingredients and Agrochemical are produced in the life science
ingredients space. All our units are well equipped with the most modern technology,
automated manufacturing plants, quality and QA system that are in accordance with the
international standards.

We believe that in order to run a successful and sustainable business we need to be aware
and opt for a proactive-e approach that is in consensus with the regulatory authorities. With
the help of our latest technology and a team that comprises of experts of the industry the
manufacturing function has proved to be a breakthrough in the success of our company.

The proposed SEZ for chemical products is conceptualized as a world class industrial park,
meeting all requirements for chemical sector. The proposed sector specific SEZ will be
developed with all facilities/utilities required for the operation of chemical plants keeping
the management of environment as the focus point.

1.2.7.4 AVAILABLE INFRASTRUCTURE:

• Internal roads, power supply, water network, Drainage system and effluent
treatment/Disposal facilities are proposed to be constructed post environment
clearance.
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Analysis and impact of Employee Grievance

• Uninterrupted power supply from captive power plant.

• Process steam availability.

• Common ETP.

• Common STP.

• Secured land fill site.

• Incinerator for Hazardous waste.

• Firefighting station.

• Water treatment plant.

• Warehouses and central workshop.

• Quality control lab.

• Storage and inspection area.

• Research and development centers.

1.2.7.5 ADDITIONAL FACILITIES

• Development commissioner's office

• Director's office.

• Administrative building.

• IT service Centre.

• First aid Centre.

• Bank.

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Analysis and impact of Employee Grievance

1.2.8 COMPETITORS INFORMATION AND INFRASTRUCTURE

1.2.8.1 LIST OF COMPETITORS

• AAREY Drugs and Pharmaceutical LTd.

• Aarti Drugs Ltd.

• Amrutanjan Health care Ltd.

• Biocon Ltd.

• Cipla Ltd.

• Divi's Labouratories Ltd.

• Dr. Reddy's Labouratories Ltd.

• Glaxosmithkline pharmaceutical ltd.

• Glenmark Pharmaceutical Ltd.

• Harley Street Pharmaceutical Ltd.

• Orchid Chemical and Pharmaceuticals Ltd.

• Lupin Ltd.

• Nectar Life Sciences Ltd.

• Orton Labouratories Ltd.

• Piramal Life Sciences Ltd.

• Ranbaxy Labouratories Ltd.

• Strides Arcola Ltd.

• Sun Pharmaceuticals industries Ltd.

• Wockhardt Ltd.

• Zenotech Labouratories ltd.

Page | 66
Analysis and impact of Employee Grievance

1.2.8.2 DETAILS OF THE COMPETITORS

• Cipla Ltd. is pharmaceutical company based in Mumbai, India. It has

pioneered the manufacture of low-cost anti-AIDS drugs for HIV- positive
patients in developing countries. it has played a similarly prominent in
developing countries.

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Analysis and impact of Employee Grievance

1.2.9 SWOT ANALYSIS

Weakn
ess

Analysis

Opportunity

1.2.9.1 STRENGTHS

• Jubilant Pharmova have highly skilled work force, it is the strength to increase the
productivity in their work.

• Jubilant Pharmova have high growth rate, it is the strength to change the price and
manage the unit effectively.

• The company has good relationship with workers and management.

• Continuous innovative in the product it is strength to the stakeholder.

1.2.9.2 WEAKNESS

• Competitive market is one of the Weaknesses to the company.

• Cost structure and price changes are the weakness to the organization.

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Analysis and impact of Employee Grievance

1.2.9.3 OPPORTUNITY

• Innovation of new products and services is one of the opportunities to

the company.

• To extend their business to global market is the biggest opportunity to the

company.

• Demand from the global market is the opportunity to expand their business.

• Less trade barriers is the opportunity to the company.

1.2.9.4 THREATS

• Tax rate changes and increasing the rate of interest is one of the threats to the
company.

• Increase the Labour cost and price changes are threats to the organization.

• Government regulation is threat to the company.

• Rapid growth of competition is one of the threats to the company.

1.2.10 FUTURE GROWTH AND PROSPECTS

JPL Ltd is at the forefront of pharmaceutical, life sciences and healthcare innovation as
it pursues its mission to enable affordable health care to patients worldwide. JPL Ltd's
innovation is driven by the commitment and passion of its people to science and
technology. JHL Ltd's commitment to innovative abilities of its scientists and managers
at all levels something that all collaborators admire in their partnership endeavors. JPL
Ltd.'s emphasis towards innovation is demonstrated by its significant investment in this
area to create new technologies that will create first in class products and services
across the entire pharmaceutical value chain from target identification to custom
manufacturing through to affordable health care delivery.

The JPL ltd, business model enables innovation across 3 spectrums of the industry to
include:

• Drug discovery and development; therapeutically aligned; Target Identification,

Discovery and Preclinical development, clinical development and Biomarker
research including Tissue banking etc.

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Analysis and impact of Employee Grievance

• Small molecule development and manufacturing across

building blocks, intermediates, API's and formulation
products, including sterile injectable, Allergy and radio
pharmaceutical products.

• Health care delivery in India; enabling low cost affordable

healthcare delivery through networked hospitals in semi urban
areas of West Bengal.

• Over 2000 scientists and technologies across these 3 important

components of the pharmaceutical and health care value chain enables
affordable innovation resulting in high quality products services for
industry and patients worldwide. JPL Ltd.'s strategy to leverage the
intellectual talent pool within the organization and from its
collaborative arrangements with thought leaders from the academia,
industry and state-run institutions a like continue of oncology,
metabolic diseases, CNS and Infectious diseases across the world.

Jubilant life science working on reducing its debt through internal accruals
taking fresh loan will serve well for its future growth. It could maintain
margin around 28.30% and EPS forecast of Rs 30.8% in financial year
2017 and R s35.5 in financial year 2018 and maintains a target price of Rs
484 per share.

Page | 69
Analysis and impact of Employee Grievance

CHAPTER3

DATA ANALYSIS AND INTERPRETATION

3.1 DATA COLLECTION

The present study entitled "Employee Grievance Handing Procedure and its impact on
employee commitment is a case study. The analysis was conducted at Jubilant Pharmova
Limited, Nanjangud. Data was collected using structured questionnaires which are related
to grievance handling procedures. This method is quite popular in case of big enquires.
Private and public organizations and even government are adopting it. A questionnaire
consists of a number of questions involves both specific and general question related to
Grievance handing Procedure. The questionnaire has been divided into five main heads i)
Grievance handling mechanism, ii) Employee performance in Handling mechanism, iii)
Work culture and iv) Personal growth v) Co-operation from employees.

All the statement in the three categories have Liker’s five point scaling technique as
strongly agree, agree, neither agree nor disagree, disagree and strongly disagree for
organizational commitment and employee performance.

3.2 DATA ANALYSIS AND INTERPRETATION

In this chapter an attempt has been made to identify the influence of Grievance
handling practices among the selected sample respondents working in pharmaceutical
industry in Nanjangud Town. For this purpose, a field survey method was employed
to collect first-hand information from 50 employees working in organization.

The data thus collected were arranged into simple tabular form. The level of motivation,
level of job satisfaction, organizational commitment and employee performance were
considered as dependent variables. The independent variables selected for the study
were provision of welfare measures, promotion and transfer, work efficiency, employee
interpersonal relationship, social relationship, grievance handling procedures, training
and development and performance management system and the demographic factors
included age, gender, experience. the analyzed data are presented based on the research
objectives.

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Analysis and impact of Employee Grievance

PART 1: EMPLOYEE PERSONAL INFORMATION

The below table has the gender description detail.

(Table 3.1 Employee Gender Details)

Gender Frequency Percentage

Male 46 92

Female 4 8
Total 50 100

Employee Gender Details

100
92
90
80
70
60
50 46
40
30
20
10
8
4
0
Male Female

Frequency Percentage

[Fig 3.1 Employee Gender Details]

INTERPRETATION

The above chart has the gender data for Employee's which has the percentage ration
of 92% Male and 8% Female Employee.

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Analysis and impact of Employee Grievance

The below details has the frequency and the percentage of the age details.

(Table 3.2 Age Details)

Age Frequency Percentage’s

<25 0 0
25 to 34 16 32
35 to 44 33 66
45 to 54 0 0
55 to 64 1 2
>65 0 0
Total 50 100

Age Details
70 66

60

50

40
32
30

20

10
2
0 0 0
0
<25 25 to 34 35 to 44 45 to 54 55 to 64 >65

Frequency Percentage’s

[Fig 3.2 Age Details]

INTERPRETATION

The above bar represents the age details of the employees ranging from below 25
to above 65. Where the maximum number are seen between 35 to 44 which has
60% of the employees.
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Analysis and impact of Employee Grievance

The below table contains the frequency and percentage data for the Employees Services.

(Table 3.3 Service Details)

Service Frequency Percentage

0 to 4 14 28
5 to 9 24 48
10 to 14 10 20
15 to 19 1 2
> 20 1 2
Total 50 100

Service Details
60

50 48

40

30 28
24
20
20
14
10
10

1 2 1 2
0
0 to 4 5 to 9 10 to 14 15 to 19 > 20

Frequency Percentage

[Fig 3.3 Service Details]

INTERPRETATION

The above data represents the service information for the employees who are continuing
their services with the organization. Therefore the maximum of 48% are holding the
services for 9 years and also 20% continuing the service for 14 years.

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Analysis and impact of Employee Grievance

PART 2: GRIEVANCE HANDLING MECHANISM IN THE ORGANISATION

The Organization has established a prompt and effective grievance handling

Mechanism. The below table has frequency and percentage of grievance.

(Table 3.4 Effective Grievance Handling Mechanism)

Response Frequency Percentage

Strongly Agree 13 26
Agree 19 38
Neither Agree Nor Disagree 18 36
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Effective Grievance Handling Mechanism

40 38
36
35

30
26
25

20 19 18
15 13
10

5
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

Fig 3.4 Effective Grievance Handling Mechanism]

INTERPRETATION

The above chart represents the details of the organization which has established a
prompt and effective grievance handling mechanism and the response received is
maximum of 38% who has agreed, 26% who had strongly agreed and 36% who has

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Analysis and impact of Employee Grievance

the neutral response.

Page | 74
Analysis and impact of Employee Grievance

Grievance procedure is based on step ladder policy.

(Table 3.5 Grievance Procedure is based on step ladder

policy)

Response Frequency Percentage

Strongly Agree 12 24
Agree 32 64
Neither Agree Nor Disagree 6 12
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Grievance Procedure is based on step ladder policy

70
64
60

50

40
32
30
24
20
12 12
10 6
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.6 Grievance Procedure is based on step ladder policy)

Grievance procedure is based on step ladder policy? The above chart has the details
on the Response received, where 24% has strongly agreed, 64% has agreed and 12%
is neither Agree and Disagree.

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Analysis and impact of Employee Grievance

Grievance handling mechanism has enable employees and management to resolve

grievance.

(Table 3.6 Management to Resolve Grievance)

Response Frequency Percentage

Strongly Agree 21 42
Agree 18 36
Neither Agree Nor Disagree 11 22
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Management to Resolve Grievance

45 42
40
36
35

30

25 22
21
20 18
15
11
10

5
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.6 Management to Resolve Grievance]

INTERPRETATION

The above figure shows how the grievance handling mechanism has enabled
employees and manages to resolve the grievance. The response shows that 42% of
the employees strongly agree, 36% of the employees agree and the rest neither Agree
nor Disagree.
Page | 75
Analysis and impact of Employee Grievance

Grievance handling mechanism has enable employees and management to resolve

grievance.

(Table 3.6 Management to Resolve Grievance)

Response Frequency Percentage

Strongly Agree 21 42
Agree 18 36
Neither Agree Nor Disagree 11 22
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Management to Resolve Grievance

45 42
40
36
35

30

25 22
21
20 18
15
11
10

5
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.6 Management to Resolve Grievance]

INTERPRETATION

The above figure shows how the grievance handling mechanism has enabled
employees and manages to resolve the grievance. The response shows that 42% of
the employees strongly agree, 36% of the employees agree and the rest neither Agree
nor Disagree.

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Analysis and impact of Employee Grievance

Grievance handling has improved perception of fairness and equity in the

organization. (Table 3.7 Equity in the Organization)

Response Frequency Percentage

Strongly Agree 20 40
Agree 25 50
Neither Agree Nor Disagree 5 10
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Equity in the Organization

60

50
50

40
40

30
25
20
20

10
10
5
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.7 Equity in the Organization]

INTERPRETATION

The response is highly shown in second column where the respondent of 50% agree the
handling mechanism which improve the fairness and equity in the organization ,& 40%
strongly agree and remaining 10% has the neutral response.

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Analysis and impact of Employee Grievance

Grievance Handling Mechanism has provided a peaceful means to reduce fears of

employees.

(Table 3.8 Peaceful source to reduce fear)

Response Frequency Percentage

Strongly Agree 30 60
Agree 17 34
Neither Agree Nor Disagree 3 6
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Peaceful source to reduce fear

70
60
60

50

40
34
30
30

20 17

10 6
3
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.8 Peaceful source to reduce fear]

INTERPRETATION

The graph shows that the grievance mechanism has provided a user friendly
environment where they have provided a peaceful means in the work place. The bar
on the above figure shows that 60% of the respondents who have strongly agreed to
handle mechanism, 34% who have agree and the remaining 6% are neither agree nor
disagree.

Page | 80
Analysis and impact of Employee Grievance

Facilitated increases work related information sharing.

(Table 3.9 Sharing Work Related Information)

Response Frequency Percentage

Strongly Agree 12 24
Agree 34 68
Neither Agree Nor Disagree 4 8
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Sharing Work Related Information

80

70 68

60

50

40 34
30
24
20
12
10 8
4
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.9 Sharing Work Related Information]

INTERPRETATION

The chart shows that the organization has facilitated on sharing the work related
information with employee wherein the response to agree is of 68%, 24% strongly agreed
and 8% is of neutral response.

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Analysis and impact of Employee Grievance

Prompted Employee Satisfaction

(Table 3.10 Employee Satisfaction)

Response Frequency Percentage
Strongly Agree 21 42
Agree 20 40
Neither Agree Non Disagree 9 18
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Employee Satisfaction
45 42
40
40

35

30

25
21 20
20 18
15

10 9

5
0 0 0 0
0
Strongly Agree Agree Neither Agree Non Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.11 Employee Turnover and Absenteeism]

INTERPRETATION

The output from the chart shows that the maximum respondents are 42% strongly
agreeing that the organization has prompted the needs for employee satisfaction and
the second column is 40% agree and the third column is 18% of neutral response.

KARNATAKA STATE OPEN Page 82

UNIVERSITY
Analysis and impact of Employee Grievance

Reduction in employee's turnover and absenteeism

(Table 3.11 Employee Turnover and Absenteeism)

Response Frequency Percentage

Strongly Agree 19 38
Agree 31 62
Neither Agree Nor Disagree 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Employee Turnover and Absenteeism

70
62
60

50

40 38
31
30

19
20

10
0 0 0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.11 Employee Turnover and Absenteeism]

INTERPRETATION

The above chart constitute the absenteeism and turnover management which is
handled by the organization, the response from the employees who have agreed is
maximum of 62% and 38% has strongly agreed.

KARNATAKA STATE OPEN Page 83

UNIVERSITY
 Analysis and impact of Employee Grievance

Adherence to Organization Policies.

(Table 3.12 Adherence Organization Policies)

Response Frequency Percentage

Strongly & Agree 29 58
Agree 19 38
Neither Agree Nor Disagree 2 4
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Adherence Organization Policies

70

60 58

50

40 38

29
30

19
20

10
2 4
0 0 0 0
0
Strongly & Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

Fig 3.12 Adherence Organization Policies]

INTERPRETATION

The above bars display the handling mechanism of the policies which is being adhered in
the organization, where the strongly agreed respondent is at the peak 58%, 38%
respondent have agreed on the 4% is neither agree nor disagree.

KARNATAKA STATE OPEN Page 83

UNIVERSITY
Analysis and impact of Employee Grievance

Adherence to Organization Policies.

(Table 3.12 Adherence Organization Policies)

Response Frequency Percentage

Strongly Agree 29 58
Agree 19 38
Neither Agree Nor Disagree 2 4
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Adherence Organization Policies

70

60 58

50

40 38

29
30

19
20

10
2 4
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.12 Adherence Organization Policies)

INTERPRETATION

The above bars displays the handling mechanism of the policies which is being adhered in
the organization, where the strongly agreed respondent is at the peak 58%, 38%
respondents have agreed and the 4% is neither agree or disagree.

KARNATAKA STATE OPEN Page 85

UNIVERSITY
Analysis and impact of Employee Grievance

Employee’s co-operation or team work.

(Table 3.13 Employee Teamwork)

Response Frequency Percentage

Strongly Agree 25 50
Agree 25 50
Neither Agree Nor Disagree 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Employee Teamwork
60

50 50
50

40

30
25 25

20

10

0 0 0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.13 Employee Teamwork]

INTERPRETATION

The above figure represents the employee team work which has equal response of 50% in
first and the second column revealing the relationship between grievance handling and
employee performance.

KARNATAKA STATE OPEN Page 85

UNIVERSITY
 Analysis and impact of Employee Grievance

The grievance committee gives a moral support.

(Table 3.14 Moral Support)

Response Frequency Percentage

Strongly Agree 8 16
Agree 30 60
Neither Agree Nor Disagree 12 24
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Moral Support
70
60
60

50

40
30
30
24
20 16
12
10 8
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.14 Moral Support]

INTERPRETATION

The above graph displays the work culture of the organization which gives the moral support for
the employee and the utmost response received is of 60%, 24% has unbiased response and 16%
strongly agreed.

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 Analysis and impact of Employee Grievance

My organization gives me an opportunity to get the promotion.

(Table 3.15 Opportunity on Promotion)

Response Frequency Percentage

Strongly Agree 18 36
Agree 23 46
Neither Agree or Disagree 9 18
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Opportunity on Promotion
50
46
45
40
36
35
30
25 23
20 18 18
15
10
9

5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.15 Opportunity on Promotion]

INTERPRETATION

The organization has provided better promotion opportunity depending on the job
hierarchy structure according to which an employee advances in the organization and
the chart display as follows, 46% agrees to the appraisal possibility 36% strongly
agreed and 18% have equitable response.

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 Analysis and impact of Employee Grievance

My organization trains me to learn new works.

(Table 3.16 up Skilling Resource)

Response Frequency Percentage

Strongly Agree 28 56
Agree 15 30
Neither Agree or Disagree 7 14
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

up Skilling Resource
60 56

50

40

30
30 28

20
15 14
10 7
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.16 Up Skilling Resource]

INTERPRETATION

The above chart unveils the up skilling resource which helps employee on training
new work in the organization. The maximum response received is 46% who have
agreed and 36% have strongly agreed.

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 Analysis and impact of Employee Grievance

The grievance committee members respond quickly to resolve my problem.

(Table 3.17 Quick Response on Issue Resolution)

Response Frequency Percentage

Strongly Agree 24 48
Agree 23 46
Neither Agree Nor Disagree 3 6
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Quick Response on Issue Resolution

60

50 48
46

40

30
24 23
20

10 6
3
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.17 Quick Response on Issue Resolution]

INTERPRETATION

The response received on doing the survey on the quick response to the issue
resolution in an organization is more on the first column which is of 48% which have
strongly agreed and 46% have agreed to optimal response.
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 Analysis and impact of Employee Grievance

I am free to get help, if I have problem at workplace

(Table 3.18 workplace Environment)

Response Frequency Percentage

Strongly Agree 26 52
Agree 24 48
Neither Agree or Disagree 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

workplace Environment
60
52
50 48

40

30 26
24
20

10

0 0 0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.18Workplace Environment]

INTERPRETATION

Workplace flexibility is often tied to organization, where the employees have the
freedom to express their problem, as a result we see that the satisfaction level on the
chart has more strongly agree response of 52, and we null% of dissatisfaction.

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 Analysis and impact of Employee Grievance

My organization gives me the opportunity to updated myself to male my work task

easier. (Table 3.19 Growth Opportunity Given)

Response Frequency Percenta2e

Strongly Agree 17 34
Agree 25 50
Neither Agree or Disagree 8 16
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Growth Opportunity Given

60

50
50

40
34
30
25

20 17 16

10 8

0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percenta2e

Fig 3.19 Growth Opportunity Given]

INTERPRETATION

Opportunities for growth and development help employees expand their knowledge,
skills and abilities, and apply the competencies they have gained to new task. From the
above chart we can analyze that the response from the employee have 50% of agree
and 34% strongly agree and lesser unbiased response.

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 Analysis and impact of Employee Grievance

My organization gives me the chance experience from all the aspects of working.

(Table 3.20 Reliable on all aspects of working)

Response Frequency Percentage

Strongly Agree 15 30
Agree 19 38
Neither Agree or Disagree 16 32
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Reliable on all aspects of working

40 38
35
32
30
30

25

20 19
15 16
15

10

5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage
[Fig 3.20 Reliable on all aspects of working]

INTERPRETATION

Having the chance to learn new things is important in any position in an organization,
on the above chart we determine that the aspects of working in a higher when
compared to the neutral response of 32%. Henceforth response received on the
satisfaction level is 68%.
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 Analysis and impact of Employee Grievance

My organization gives me the knowledge and learning.

(Table 3.21 Knowledge and Learning Opportunity)

Response Frequency Percentage

Strongly agree 30 60
Agree 20 40
Neither Agree or Disagree 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Knowledge and Learning Opportunity

70
60
60

50
40
40
30
30
20
20

10
0 0 0 0 0 0
0
Strongly agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.21 Knowledge and Learning Opportunity]

INTERPRETATION

The above chart explains that the learning and knowledge opportunity has been
drastically provide by the organization. Consequently we see 100% output on the
satisfaction level, distinguishing 60% of strongly agreeing and 40% of agree.

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 Analysis and impact of Employee Grievance

My organization gives proper training and development programmers for career

advancement

(Table 3.22 Career Advancement)

Response Frequency Percentage’

s
Strongly Agree 24 48
Agree 25 50
Neither Agree Nor Disagree 1 2
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Career Advancement
60

50
50 48

40

30
24 25

20

10
1 2
0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage’s

[Fig 3.22 Career Advancement]

INTERPRETATION

The above chart has a clean significant from the respondent that the bar highlighted
shows the career advancement from the employee which refers to the upward
progression of one's own career. The maximum responded is 50% agreed and 3% of

Page | 94
Analysis and impact of Employee Grievance

neutral response.

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 Analysis and impact of Employee Grievance

My goals organization goals are well aligned

(Table 3.23 Self and Organization Goals)

Response Frequency Percentage

Strongly Agree 20 40
Agree 29 58
Neither Agree Nor Disagree 1 2
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Self and Organization Goals

70

60 58

50
40
40

29
30
20
20

10
1 2 0 0 0 0
0
Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.23 Self and Organization Goals]

INTERPRETATION

The above graph explains that every organization needs a list of clearly articulated
company goals to give employee an idea of how to choose their personal goals. In the
outcome response that we have received is 40% who have strongly agreed, 58% have
agreed and lesser number which have a normal response which is of2%.

Page | 95
 Analysis and impact of Employee Grievance

I get proper guidance and motivation to grow in higher level at my

work. (Table 3.24 Motivation to Higher Level

Growth)

Response Frequency Percentage

Strongly Agree 18 36
Agree 23 46
Neither Agree or Disagree 9 18
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Motivation to Higher Level Growth

50
46
45
40
36
35
30
25 23
20 18 18
15
10
9

5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.24 Motivation to Higher Level Growth]

INTERPRETATION

Employee motivation is a critical aspect at the workplace which leads to the performance
of the department and even the company. Motivating the employees to the higher
level growth needs to be a regular routine in which the result has an extraordinary
outcome on the above chart having 82% of positive response.

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 Analysis and impact of Employee Grievance

I have a freedom of expression about my work and as well my co-workers

(Table 3.25 Freedom for Expression)

Response Frequency Percentage

Strongly Agree 14 28
Agree 19 38
Neither Agree or Disagree 17 34
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Freedom for Expression

40 38
35 34

30 28
25

20 19
17
15 14

10

5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.25 Freedom for Expression]

INTERPRETATION

Expressing the opinion about the work and co-worker plays a significant role in an
organization as respondent frequency in the above figures has 28% of strongly
agreeing, 38% of agreeing and 34% have a fluctuating response.

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 Analysis and impact of Employee Grievance

I have a chance to express the updates the knowledge regarding work.

(Table 3.26 Knowledge updates)

Response Frequency Percentage

Strongly Agree 20 40
Agree 21 42
Neither Agree or Disagree 9 18
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Knowledge updates
45 42
40
40

35

30

25
20 21
20 18
15

10 9

5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.26 Knowledge updates]

INTERPRETATION

The above chart describes the chance to express the knowledge regarding work, which is
the process of sharing expertise, information, and skills between people and
organizations. The response which we have collected from the employee has the
maximum of 82% who have agreed and 18% intermediate response.

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 Analysis and impact of Employee Grievance

I get much co-operation which I am expecting from my organization.

(Table 3.27 Co-Operation at Workplace)

Response Frequency Percentage

Strongly Agree 22 44
Agree 22 44
Neither Agree or Disagree 6 12
Disaree 0 0
Strongly Disagree 0 0
Total 50 100

Co-Operation at Workplace
50
45
44 44

40
35
30
25 22 22
20
15 12
10
6
5
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disaree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.27 Co-Operation at Workplace]

INTERPRETATION

In the above graph we notice that there is more positive response from the employee. Co
operation in the workplace should have a healthy environment in which employees work
side by side to achieve both personal and organization objectives. Overall we have 88%
agreed response and 12% neither agree nor disagree.

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 Analysis and impact of Employee Grievance

I get proper support from the superior to address my problem.

(Table 3.28 Support from the Superior)

Response Frequency Percentage

Strongly Agree 14 28
Agree 29 58
Neither Agree or Disagree 7 14
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Support from the Superior

70

60 58

50

40

28 29
30

20
14 14
10 7
0 0 0 0
0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree

Frequency Percentage

[Fig 3.28 Support from the Superior]

INTERPRETATION

The support received from the superior will have an impact on the working
environment of an employee, in this chart we conclude that the support received is
enormous looking at the figure which has 58% agreed and 28% of strongly agreed.
Fortunately there is not dissatisfaction from the employees.

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 Analysis and impact of Employee Grievance

3.3 REGRESSION ANALYSIS :

Hypothesis testing:

HO - There is no significance impact on employee grievance handing procedure.

Hl - There is significance impact on employee grievance handling procedure.

Variable used:

Dependent Variable - Grievance handling mechanism

Independent Variable - Impact on Employee Commitment

(Table 3.29 Regression Analysis)

Regression Adjusted R Standard

Statistics Multiple R R Square Square Error observation
0.02 0.001 -0.02 0.12 50

The above table shows the regression statistics relationship between grievance handing
and employee performance (Multiple R) is found positive at 0.024 and the R Square is at
0.001, which indicates the variance in the dependent variable i.e Grievance handling
procedure is explained the extent of 0.10

(Table 3.30 Goodness of fit Test Using Anova)

ANOVA
Significance
df ss MS F F
Regression 1.00 0.00 0.00 0.03 0.87
Residual 48 0.65 0.01
Total 49 0.65

Dependent Variable - Grievance handling mechanism

Independent Variable - Impact on Employee Commitment

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Analysis and impact of Employee Grievance

The analysis of the above table brings the f- value at 0.03 and Significance Fat 0.87,
since the significant value is more than 5%. The mean difference existing for
Grievance Handling Procedure and its impact on Employee is insignificant.

(Table 3.31 Regression Model Co-Efficient)

standard t p- Lower Upper Lower Upper

Coefficients Error Stat value 95% 95% 95% 95.0%
Intercept 1.66 0.29 5.84 0 1.09 2.24 1.09 2.24
Impact on
Employee 0.03 0.16 0.17 0.87 -0.3 0.35 -0.3 0.35

The result of the regression co-efficient reveals that the impact on the employees is found
to be significantly influencing the grievance handling procedure at Jubilant Pharmova
Ltd, Nanjangud. As the significance value is more the 0.05 (5%). Hence null hypothesis is
accepted at 5% level of Significance.

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Analysis and impact of Employee Grievance

CHAPTER4

SUMMARY OF FINDINGS AND SUGGESTIONS

AND CONCLUSION

4 SUMMARIES OF FINDINGS
This chapter brings out the study of finding on respondent profile, regression stats and co
efficient on "Employee Grievance Handling Procedure and Its Impact on Employee
Commitment".

4.1 RESPONDENT PROFILE:

• The total number of respondent chosen for the study is 50 employees.

• It has been found that the majority of the respondents chosen for the study are
Male at 92% and Female respondent are of 8%.

• The respondent whose age is below 50 years is of98% and number of employees is
49 and above 50 years is of 2%.

• It has been analyzed that 28% of the respondent have job experience of 4
years and 48% are between 5 to 9 years and remaining 20% have experience
of above 10 years.

• It has been found that the maximum of 38% employees agreed that the organization
has established a prompt on effective grievance handling mechanism.

• We have 64% of employee accepting that the grievance procedure is based on

step ladder policy.

• 42% of chosen employees have strongly agreed to the grievance handling

management which has enabled employees to resolve grievance.

• We have observed that 50% has agreed that the grievance handling has improved
perception of fairness and equity in the organization.

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Analysis and impact of Employee Grievance

• Grievance handling mechanism has provided 60% emphatic of peaceful mean to

reduce fears for employees.

• Jubilant facilitated 68% of employees in sharing work related information.

• 42% of employees strongly agree the employee satisfaction.

• 62% of employee agrees the reduction in employee's turnover and absenteeism.

• 58% strongly agree in adhering the organization policies.

• We have found that there is 100% inn employee co-operation or team work.

• The grievance committee gives the moral support which has been agreed by 60%
of the employees.

• 46% have agreed that the organization is provided opportunity to get employee
promotion.

• 56% have strongly agreed that the organization is providing relevant training for
skilling to learn new tasks.

• The grievance committee responds quickly to resolve the issue of an employee

which has been accepted by 48% of the employees.

• Work culture in the organization helps employees to share the problem that they
agree facing, which has been strongly agreed by 52%.

• We found that the organization gives opportunity to update employee which

makes the task easier, which has been agreed by 50% of the respondent.

• 60% of the respondent strongly agreed that organization provide knowledge and
learning and 50% agree that organization will develop career advancement.

• It has found that 58% agrees that the self and organization goals are being well
aligned.

• The analysis says that the guidance and motivation growth in higher level at work
is given at 46&% for the employees.

• We have found that the support received from the superiors is of 58% which has
been agreed by the sample employees.

• The co-operation which the organization has been providing is 88% that has been

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Analysis and impact of Employee Grievance

expected by the employees.

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Analysis and impact of Employee Grievance

4.2 REGRESSING STATISTICS, NOVA TEST AND CO-EFFICIENT

OF THE REGRESSION

• The regression statistics (Multiple R) is found positive at 0.024 and

the R Square is at 0.001, which indicates the variance in the
dependent variable i.e. Grievance handling procedure is explained
the extent of 0.10%.

• The analysis of the Anova testing brings the f-value at 0.03 and Significance Fat
0.87, since the significant value is more than 5%. The mean difference existing for
Grievance Handling Procedure and its impact on Employee is insignificant.

• The result of the regression co-efficient reveals that the impact on the
employees is found to be significantly influencing the grievance handling
procedure. As the significance value is more the 0.05 (5%). Hence null
hypothesis is accepted at 5% level of Significance.

5 CONCLUSION AND SUGGESTION

5.1 CONCLUSION

The study concludes that the effective employee grievance handling procedure plays
an important role for management -labour relationship which helps to enhance the
organization performance. The research done on the above study reveals that the
Grievance of the employee is related to the working condition, discipline, and work
culture in the organization and promotion facilities.

This serves as s medium for upward communication to organization an provides the

means of identifying the appropriate practice procedure and organization policies,
Hence the attitude on the part of management is understanding the problem of
employee and resolving the issues amicably have better probability to maintain the
culture of high performance.

Hence the findings proved that using of grievance handling mechanism improves
the abilities, learning outcome and motivational level of an employee. So from the
above research it is easy to amend the performance of the employees in the
organization.

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Analysis and impact of Employee Grievance

5.2 SUGGESTION /RECOMMENDATION

Based on the findings on the above study the following suggestions are made to
enhance the organization growth. Handling management in the organization will be
helpful to reduce the risk rate of grievance.

The more establishments can be provided in order to increase the effectiveness on the
grievance mechanism. The management to resolve the grievance must be enabled more
in the employee level. Employee satisfaction must be promoted at higher rate to retain
the employee and should provide resolution at high priority.

The result of the study establishes the other positive approach towards the employee,
more importance should be from the grievance committee giving better moral
support, opportunity to get promotion and open towards learning new work and to
make task easier, the approach to work in all aspects at work place and also to
provide proper guidance and motivation to grow and have freedom to express about
the work culture

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Analysis and impact of Employee Grievance

REFERENCES

Abedin, R. (2015). Study on Grievance Handling Procedure of Scandex Knitwear ltd.

Balamurugan. (2016). Effectiveness of Grivance Handling Procedures in

International Airport, Tiruchirappalli

Bhagat, S. (2018). Study on Grievance Handling Procedure a case of soft zeal

Technology pvt ltd, pune.

Gomathi . (2014). Grievance Management in improving employee performance in a

pvt enterprise.

Gowsalya (2017). Study on Employee Grievance Handling.

karthi. (n.d.). Employee Grievance Handling System with special reference to A.

Karthi. (2017). Employee Grievance Handling System with special reference to

Amirthaa Dairy private Ltd. Erode.

Kumar, C. (2013). A study on Grievance Handling Machanism.

Mari appan. (2017). Study On Effectiveness of Employee Grievances Handling

Mechanism in tertiary care Hospitals in Cochin.

Monish. (2019). Study on Impact of Employee Grievance Management on job

commitment in cyber park Kozhikode.

Moorthy, K. (2020). Study on Grievance Handling Mechanism.

Ngetich, P. K. (2016). A study on perceived effect of Grievance Handling Procedure

on Employee Performance at the Jomo Kenyatta Foundation.

Niiraini. (2015). Study on effects of Grievance Handling Procedure on conflict

Management in Kenya.

Pinto, C. (2016). Study on Managing Employee Grievance in the hotel Industry in India.

Sharma, R. (2015). Study on Effectiveness of Grievance Handling Mechsnism in

Improving Quality of Education at Institutes of NCR.

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Analysis and impact of Employee Grievance

Shenbaham. (2014). study on Effectiveness of Grievance Handling mechanism

at Swastik Apparales, Erode.

Sukhdani, M. (2016). Study on Effectiveness of Grievance Handling Procedure ofBhilai

Jaypee Cement ltd.

Sundaram, M. (2014). Study on Grievance Handling Procedure at HEMA Engineering

Industries ltd HOSUR

Sundaram, M. (2017). Study on Managerial Approach on Handling Grievance in

construction companies.

Swarnalatha. (2017). Grievance Handling System in power soaps private ltd.

Vidya. (2012). Grievance Handling Procedure in ITES companies.

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Analysis and impact of Employee Grievance

QUESTIONNAIRE

Questionnaire on employee Grievance & Employees Commitment at Jubilant

Pharmova Ltd.

Dear Respondent,

I am SANTHOSH A perusing IV Semester of MBA

Karnataka State Open University, Mysore. I have undertaken a major project work
on "Analysis and impact of Employee Grievance & Employee Commitment at
Jubilant Pharmova Ltd". I would be grateful if you could spare some of time to the
following questions. Your response will be treated as confidential and would only be
used for the purpose of study.

PART-A (SELF INFORMATION)

1) Name:

2) Gender:

(a) Male: (b) Female:

3) Age:

(a) Below 25: (b) 25 to 34:

(c) 35 to 44: (d) 45 to 54:
(e) 55 to 64: (f) Above 65:
4) Education:

5) Section/ Department:

6) Designation:

7) Service in years:
(a) 0-4 years:
(c) 10-14 years: (b) 5-9 years:

(e) Above 20: (d) 15-19 years:

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 Analysis and impact of Employee Grievance

PART B: Employee Grievance Handling Procedure and its Impact on Employee

Commitment

Response for this questionnaires will be used to analyze the employee Grievance
Handling Procedure and its impact on employee Commitment in your Organization.
Answer all the items, and kindly do not leave any question back; make an attempt by
ticking the appropriate box.

SD D NA/D SA A

Strongly Disagree, Disagree, neither agree nor Disagree, Strongly Agree, Agree

A. GRIEVANCE HANDLING MECHANISM IN THE ORGANIZATION

SIL ITEMS SD D NA/D SA A
The organization has established a prompt and
1 effective grievance handling mechanism.
Grievance procedure is based on step ladder
2 policy.
Grievance handling mechanism has enable
3 employee and management to resolve grievance.
Grievance handling has improved perception of
4 fairness and equity in the organization.
Grievance handling mechanism has provided a
5 peaceful means to reduce fears of employees.

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 Analysis and impact of Employee Grievance

B. RELATIONSHIP BETWEEN GRIEVANCE HANDLING AND EMPLOYEES

PERFORMACE

SIL ITEMS SD D NA/D SA A

Facilitated income work related
1
information sharing.
Promoted employee satisfaction.
2
Reeducation in employee's turnover and
3
absenteeism
4 Adherence to organization policies

Employee's co-operation or team work

5

C. WORK CULTURE OF THE ORGANIZATION

SIL ITEMS SD D NA/D SA A

The grievance committee gives a normal
1
support.
My organization gives me a opportunity to
2
get the promotion.
My organization trains me to learn new
3
works.
The grievance committee members respond
4
quickly to resolve my problems.
I am free to get help, if I have problem
5 at workplace.

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 Analysis and impact of Employee Grievance

D. PERSONAL GROWTH

SIL ITEMS SD D NA/D SA A

My organization gives me the opportunity to
1 update myself to make my work task easier.
My organization gives me the chance
2 experience from all the aspects of working.
My organization gives me the knowledge and
3
learning
My organization gives proper training and
4 development programmers for career
advancement.
My goals and organization goals are well
5
aligned.

E. CO-OPERATION
SIL ITEMS SD D NA/D SA A
I get proper guidance and motivation to grow
1 in higher level at my work.
I have a freedom of expression about my work
2 and as well my co-workers.
I have a chance to express the updates the
3 knowledge regarding work.
I get much co-operation which I am expecting
4 from my organization.
I get proper support from the superior to
5 address my problem.

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