ranbaxy report

7/24/2019 Ranbaxy Report

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TRAINING REPORT

ON

GRIEVANCE HANDLING PROCEDURE

BEING FOLLOWED IN

RANBAXY LABORATORIES LIMITED

SUMBITTED TO : SUBMITTED BY:

PROF.AKHIL SWAMI RASHI JHANG

( FINANCE DEPTT.) MBA HR (200!20"0)

A0"02#0"22


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ACKNOWLEDEMENT

Working on this project is not only the effort but this is the result of the guidance,

assistance and inspiration of several people who helped me throughout the project.

I extend my sincere thanks to Mr.Rajnish Ratna , rogram leader , !R "eptt as well asmy faculty guide , Mr.#khil $wami for giving me an opportunity to conduct my summerindustrial training.

I would like to express my sincere sense of gratitude to my project mentor Mr.#bhay%apoor, &eneral Manager, !uman Resource "epartment, Ranbaxy lab. 'td andMr.$urinder (handari , !R Manager , for their guidance, and abundant encouragement

through my eight weeks training.

My thanks are also to all the respondents who responded favourably to the )uestionnaire

and spared time out of their busy schedules.

*his letter of thanks would be incomplete if I missed out to mention my heart filledgratitude to my faculty members, family members and well wishers who have takensincere pain to boost my morale in the moments of despair and acted as the source ofinspiration for me.

R#$!I +!#&

ABSTRACT

P$%&' T*+': GRIEVANCE

HANDLING IN RANBAXY LABORATORIES


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My objective in the study of grievance handling in Ranbaxy laboratories limited is toknow what procedure is being followed in the organi-ation to solve disputes andgrievances and thereby give suggestions if any discrepancies.

irstly I want to know as to what kind of grievances occur in Ranbaxy 'aboratories .*hen want to study as to/ W0R0 *!0 &RI01#20$ $3'10" /

If they were solved / W!#* W0R0 *!0 R#2*I20$ #" M0*!3"$ 4$0" *3$3'10 *!0M /

"uring this study want to take note as to what are the discrepancies , if any in grievancehandling procedure being followed.

5uestionnaires will be filled from technicians and management .

My study would involve my suggestions to Ranbaxy as to incorporating some moreuseful methods to avoid any deviations .

I want to help Ranbaxy in any possible way I can by providing some useful suggestions.

EXECUTIVE SUMMARY

Maintaining )uality of work life for its employees is an important concern for the anyorganisation. *he grievance handling procedure of the organisation can affect theharmonious environment of the organisation.

*he grievances of the employees are related to the contract, work rule or regulation,policy or procedure, health and safety regulation, past practice, changing the culturalnorms unilaterally, individual victimi-ation, wage, bonus, etc.

!ere, the attitude on the part of management in their effort to understand the problems ofemployees and resolve the issues amicably have better probability to maintain a cultureof high performance.

Managers must be educated about the importance of the grievance process and their rolein maintaining favorable relations with the union.

0ffective grievance handling is an essential part of cultivating good employee relationsand running a fair, successful, and productive workplace.


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ositive labor relations are two6way street both sides must give a little and try to worktogether. Relationship building is key to successful labor relations.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem.It may

be understood as a science of studying how research is done scientifically.7%othari

899:;

In this project work i have taken a sample si-e of ?, M3!#'I 7in both Mohali6I and Mohali6II; using the simple random

sampling.

I conducted a survey using the )uestionnaire. I constructed a )uestionnaire for

employees of the organisation. *he response was based on likert @s five point scale

with the response ranging from strongly agree to strongly disagree. $ome )uestions

had other options also apart from A point scale.

or the analysis portion i have used various graphs likeB6column charts ,bar

diagrams ,pie charts , doughnut charts , cylinder graph , cone graph and pyramid

graph , tubes and columns with depth .


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ABOUT RANBAXY

,". R-/-1 B M-+*3'$ S*456 CEO -3 MD6 R-/-16 -3 T-7-85* S5%3-69$'8*3' -3 CEO6 D-**5* S-71% C%9-1 L3 -;'$ 8*4*4 5' 8$-'4*

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/# company empowered by one mission6to place itself on the world map. #n

enterprise propelled by one force6 that synergi-es its energies to charter unexplored

markets. 3rganisations fuelled by one dream6 to transform competition into

opportunity.C
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*oday, Ranbaxy has emerged as a leading pharmaceutical company on the Indian

firmament, with the second largest market share and enjoys an enviable reputation

for its high standard of ethics and )uality around its core strength of anti6infective,it

has produced new brands in emerging therapeutic areas like cardiovascular ,central

nervous system and nutritional. $upporting this expansion ,the company has

invested in world class manufacturing infrastructure that leverages India@s

comparative cost advantage and skilled manpower,while delivering international

)uality.*he company@s drive for internationalism is guided by the well planned

brand strategy that covers some of the world emerging markets like2hina,cis,2entral 0urope and 'atin #merica.Its position today is in league of the

top ten pharmaceutical companies of the world and a decent ranking as eleventh

largest company in the international generics space is the resounding endorsement

of its strategic mind.

It is clear that for a long time ,the dominant share of revenues of the company

would continue to come from the ever expanding global generics market.!ence the

intent of ranbaxy mission is to achieve a sustained growth rate through the

continous pursuit of innovation phase one trials for pervasion,a compound for

treating prosthetic males have been completed. hase 8 trials with clafrinast ,an

asthma compound is an important step towards research based value creation.*his

company also had success with 2iprofloxacin,an ingenous form,created through the

novel drug delivery systems research. #s the demand of the bulk drugs inside the

country and abroad was increasinglycrapidly.

# new plant was setup at toansa near ropar in 89:D.*his was a higher capacity plant

designed to cater to the present and future needs,initially antibiotics like

ampicillin,trihyderate and doxycycline were manufactured.'ater on the drugs like


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cephalexin monohyderate and ranitidine were also prepared.*he plant at toansa was

designed to meet the stringent standards set by the ood and "rug

#dministration7"#; of 4$# .*his plant has been approved by "# and this will

open up #merican and other newer markets for Ranbaxy@s products.

#t present Ranbaxy has four plants for the manufacture of bulk drugs two at

Mohali,one at "ewas7M; and another at *oansa near Ropar.#t present,Ranbaxy is

the second most Indian company engaged in manufacturing of pharmaceuticals

,bulk drugs and fine chemicals.Ranbaxy@s vast range of highly pure laboratory

reagent and chemicals enjoy a place of pride in the market.

I* trends has rebuilt as a step towards leveraging information for value creation

using its information backbone around an 0R application,alomg the focus on re6

engineering several business processes around the internet and has put in place

business solutions that challenge existing ways of doing business .*he underlying

spirit of the company@s human assets and their intensive competitive and

entrepreneurial energy has played a great part in transforming the company into a

multicultural and multiracial team.

*oday, Ranbaxy is the largest exporter accounting for 8


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R-/-1 L-/%$-%$*'8 L**'3is IndiaGs largestpharmaceuticalcompany. Incorporatedin 89H8, Ranbaxy exports its products to 8


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T19' ublic 2ompanyW'/8*' www.ranbaxy.comI3


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V*8*% > A89*$-*%8

Ranbaxy is driven by its vision to achieve significant business in proprietary prescription

products by


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world class RK" centre was commissioned in 899F. *oday, the 2ompanyGs multi6disciplinary RK" centre at &urgaon, in India, houses dedicated facilities for genericsresearch and innovative research. *he robust RK" environment for both drug discoveryand development reflects the 2ompanyGs commitment to be a leader in the generics spaceoffering value added formulations based on its ovel "rug "elivery $ystem 7""$; and

ew 2hemical 0ntity 720; research capabilities.

*he new drug research areas at Ranbaxy include anti6infectives, inflammatory Lrespiratory, metabolic diseases, oncology, urology and anti6malaria therapies. resently,the 2ompany has:68= programs including one anti6malaria molecule which has obtained approval from the"rug 2ontroller &eneral of India to initiate hase III human clinical trials in India. *he2ompany has signed collaborative research programs with &$% and Merck.

""$ focus is mainly on the development of "#L#"#s of oral controlled6 releaseproducts for the regulated markets. Ranbaxy@s first significant international success using

the ""$ technology platform came in $eptember 8999, when the 2ompany out6licensed its first once6a6day formulation to a multinational company.

P'%9+'

*he 2ompany@s business philosophy based on delivering value to its stakeholdersconstantly inspires its people to innovate, achieve excellence and set new globalbenchmarks. "riven by the passion of its over 8


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Ranbaxy has world6class manufacturing facilities in ""countries namely B$-@*+6 C5*-6I$'+-36 I3*-6 J-9-6 M-+-18*-6 N*4'$*-6 R%-*-6 S%


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$imvastatin

#moxyN2lav otas 2om

#moxycillin

2iprofloxacin

Isotretinon

2ephalexin%etorolac *romethamine

2efaclor

2larithromycin

2efuroxime #xetil

LIFE AT RANBAXY

# career at Ranbaxy means an opportunity for ample learning K growth. It offers avenuesto work across the globe along side the finest minds. *he 2ompany offers a challengingassignment, a world class working environment, professional management, competitivesalaries, stock options along with exceptional rewards.

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*he managers will generally have the opportunity to live and work in different countriesOsuch international experience will help them better understand our complex business andgrow both personally and professionally.

S%7 O?'$85*9

*he ownership in business is fundamental to personal progression, it encourages you totake ownership of your investments.

$tock ownership is a part of the compensation for our managers early in their career atRanbaxyB you will see the business results straight in your pay slipP

LATEST NEWS OF RANBAXY :

S-+-$1 -3 B'';*8

$alaries and other benefits in Ranbaxy are comparable with the best in the industry andone can expect to be rewarded highly if the performance is consistently outstanding.

&roup 'ife Insurance, Medical Insurance and ension plans are a few examples of thebenefits we provide to our employees and their dependents with ade)uate financialprotection on long term basis.


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N'? D'+5*:Representatives of Ranbaxy 'aboratories 'td and its +apanese parent "aiichi$ankyo will jointly meet officials of the 4$ ood and "rug #dministration to sort outissues relating to the Indian firmGs manufacturing facility at aonta $ahib.

Q3fficials from Ranbaxy and "aiichi $ankyo will have a joint meeting with the 4$"#this month,Q "aiichi $ankyo spokesperson said over telephone from *okyo.

!e, however, declined to give the exact date of the meet saying, QIt is not fixed yet whenthe meeting would take place.Q

*he 4$"# had halted review of the aonta $ahib unit and also banned import ofproducts manufactured at the factory.

When asked about the issues of meeting, the spokesperson saidB QWe have to clarify the

concerns of "#.Q

$ome of the officials of the team formed by the +apanese firm to look into "#Gsallegation would also take part in the meeting.

"aiichi $ankyo has formed a joint team with Ranbaxy to look into the 4$"#Gs chargethat the Indian drug major had falsified data and test results in its drug applications.

BRIEF INTRODUCTION OF THE RANBAXY PLANT IN PUNJAB

In the chemical division,various bulk drugs are manufactured.*he chemical

division has three units in unjab.3ne is located in *oansa ,two are located atMohali and one unit is located at "ewas 7M;,where ciprofloxacin is

manufactured.In the plant of chemical division ,various drugs like antibiotics,anti6

malarial,anti6bacterial and anti ulcer is manufactured.


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*wo plants at Mohali are generally known as Mohali6I and Mohali6II.*he Mohali6I

plant started functioning in 89DF,*oansa plant started functioning in 89:D.*he

Mohali6II plant started functioning in 8998 and "ewas in 8998.1arious plant heads

independently manage all these plants.In each unit, separate facilities with respect

to the manufacture of drugs,along with their manufacturing areas have been

provided.*his is re)uired to reduce the chance of any cross contamination under the

drugs laws and to comply with goods manufacturing practices.

Mohali6I

Mohali6I plant is an old plant and most of the drugs were first introduced here for

commercial production,before shifting them to other locations with better facilities

from "# point of view.*his plant is so designed that the title modification of

different drugs can be manufactured.*he plant basically deals mostly with the

manufacturing of #2*I10 !#RM#204*I2#' I&R0"I0*$7#I;.*his

plant is divided into plant areas #8= #" #88.

Mohali6II

#t Mohali688 plants,separate blocks have been divided for the preparation of each

drug.*he *oansa ,Mohali6II and "ewas plants are planned in such a way that their

system,facilities,manufacturing practices and standards meet the re)uirements of

"#


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THEORETICAL FRAMEWORK

*he stakes in grievance handling are higher than they appear to lay eyes. In the spectrumof possible grievance outcomes there lies at one end, a resolution that all sides accept as afair and final end to the controversy. *he membership sees the value in the grievanceprocedure and respects the way that the union representatives and management conductedthemselves. *he labor management relationship is thereby strengthened andenriched. roductivity improves.

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&rievance handling re)uires investigative skills and skills of advocacy. 3ne of the majorissues in the investigation is to determine what is the breach of the employee@s right.

3nce it is established that a breach has occurred, then a report should be prepared basedon the use of the five w@s@B

8. Who were involvedS


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&rievance handling re)uires skills of advocacy and can be considered to be semi6judicialin nature.

*he grievance handler should try to set time limits for the resolution of grievances,should ensure that the person to make the decision on the grievance is competent to

decide and free of bias, and should develop a menu of solutions6 a variety of options todecide on the outcome.

GRIEVANCE PROCEDURE :

&rievance procedure is a formal communication between an employee and themanagement designed for the settlement of a grievance.

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8 # formal grievance redressal process and O< #n informal process of grievance handling

#ll the employees of the 2orporation fall under the broad purview of the grievanceredressal system.

*he grievance procedures differ from organi-ation to organi-ation.

8. 3pen door policy


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management wins one;. 0ach case should be decided on its merits.

8:. #void usage of verbosisms like Qit will be taken care of.Q

89. 0nsure effective, sensitive and confidential communication between all involved.


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the second step. *he Model &rievance rocedure specifies the details of all the steps thatare to be followed while redressing grievances. *hese steps areB

STEP ":In the first step the grievance is to be submitted to departmental representative,who is a representative of management. !e has to give his answer within F: hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrievedemployee can take his grievance to head of the department, who has to give his decisionwithin days.

STEP #: If the aggrieved employee is not satisfied with the decision of departmentalhead, he can take the grievance to &rievance 2ommittee. *he &rievance 2ommitteemakes its recommendations to the manager within D days in the form of a report. *hefinal decision of the management on the report of &rievance 2ommittee must becommunicated to the aggrieved employee within three days of the receipt of report. #nappeal for revision of final decision can be made by the worker if he is not satisfied withit. *he management must communicate its decision to the worker within D days.

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*he 4nit &rievance Redressal 2ommittee comes into picture in stage III of the grievanceredressal procedure. Matters to be dealt with by the committee include the followingB= $ettlement of grievances relating to or arising out of the terms and conditions ofemployment of employees in the day today working8 5uestions as to whether or not the 2ompany@s rules have been followed in anyparticular case, e.g. breach of acting rules< Matters relating to discipline and conduct as between the management and the

employees Matters relating to propriety or otherwise and severity of punishment given as adisciplinary measure.F 2omplaints regarding withholding of increments.A 5uestions relating to the abuse of privileges of provision of amenities

Limitations of functions


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8 *he committee is not concerned with the problems of planning and developmentin their wide sense. *he committee also does not discuss matters which are trade)uestions such as wages, allowance, hours of work, leave, olg age benefits and the like,which are covered by agreement with the trade unions or by reports of 2onciliationboards or awards of Industrial tribunal.

< #ny decision of the committee must be superseded by an agreement between themanagement and the union.

Members of the Committee

8 *he committee consists of ten members of whom five represent the managementand five represent the employees< Management Representatives B *he representatives of the Management on thecommittee are nominated by the management 0mployees Representatives B *he representatives of employees on the committeeare nominated by the union, which is registered under the *rade


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4nion #ct, is representative of the employees and is recogni-ed by the management forthis purpose.

Officers of the Committee

*he 2ommittee has a 2hairman, a 1ice62hairman and a member $ecretary8 *he 2hairman is nominated by the management from amongst its representativeson the committees< *he 1ice62hairman is nominated by the union from amongst it@s employees@representatives on the committee. *he $ecretary is nominated by the management from amongst its representativeson the committee

Term of Office

8 *erm of office of the employee@s representative on the committee other thanmembers nominated to fill casual vacancies, is H months from the date of formation of

the 2ommittee.< # member nominated to fill a casual vacancy holds office for the unexpired termof his predecessor.

!acancies

In the event of a representative of the Management or the employees ceasing to beemployed in the establishment or in the event of his resigning membership from the2ommittee, or absenting from attending three consecutive meetings of the committeewithout sufficient cause, the successor of such representative is nominated by themanagement or the union as the case may be.Power to co"opt

*he 2ommittee has the right to co6opt in consultative capacity persons employed in theestablishment having the particular or special knowledge of a matter under discussion.$uch co6opted members are not entitled to vote and are to be present at meetings only forthe period during which the particular )uestion is before the committee .


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#uorum for the Meetings

#t least one6third of the number of members from each side can form the )uorum for ameeting of the committee. o )uorum is necessary for an adjourned meeting.Meetings

*he committee can meet as often as necessary but not less than once a month.

Payment to employee$s representatives*he employee@s representatives, if they attend meetings while on duty, are paid by the2orporation their full wages of the time they spend in the committees as if they are ontheir usual duty.%ecisions of the committee

*he unanimous decisions of the committee are binding on the management, theemployees and the union.Where the recommendations of the 4nit &rievance Redressal 2ommittee are notunanimous, the 2hairman puts up the case to the 2entral &rievance Redressal 2ommitteefor consideration.%ate an& time of meeting:

"ate and time of the meeting is fixed by the 2hairman.'otice of meeting

*he notice of meeting with it@s agenda is ordinarily sent by the secretary to each memberof the committee three days before the date of the meeting.

STEP :If the grievance still remains unsettled, the case may be referred to voluntaryarbitration


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#ll disputes, complaints or grievances arising out of the terms and conditions ofemployment, or recogni-ed working procedures, or written, negotiated agreements mustbe presented through this procedure. *he employee7s; shall continue to work as directedby management pending the final disposition of the issue.Q

Qrior to any formal grievance, the employee must discuss the issue with hisLherimmediate supervisor within three 7; working days after the date of occurrence, or three7; working days after the date which the affected employee7s; could reasonably been

made aware of the issue giving rise to the dispute or complaint.Q

QIf not resolved by the immediate supervisor within three 7; working days, theemployee7s; may submit a formal grievance, in writing, to $tep 8 no later than three 7;working days.Q

$*0 PB # written grievance may be submitted by the grievant to the immediatesupervisor, as set forth above. *he employee may re)uest a union representative


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accompany himLher to the discussion, which will be held as soon as practicable, but notmore than three 7; working days after the submission of the grievance. *he supervisorshall provide a written answer to the employee within three 7; working days after themeeting. If the issue is not resolved, the employee7s; andLor 4nion may appeal to $tep


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ost hearing briefs will not be filed unless re)uested by the arbitrator, or at the re)uest ofeither party.

*he arbitratorGs decision may be oral 7bench decision; or written. If written, it shall be

delivered to the parties simultaneously no later than thirty 7=; working days form theclose of the hearin

A GOOD GRIEVANCE HANDLING PROCEDURE PRACTICE :

*o a great extend the aggravation of industrial problems depends on managerGsapproaches and attitude in effective handling of employees grievances. 2are should be

taken in the way managers approaches the problem and perceiving the pros and cons ofthe situation. *he conflict management approaches include the win6win strategy that helpin the healthy organisational practices and which reflects the strong organisationalculture. *he cooperation from both parties is the pre6re)uisite to handle the problem andeffective settlement of the grievances. 2onscious use of professional self can helpmanagers in the conflict handling situations grievance redressal process.

# good practice dictates that procedure should beB

V set down in writing

V aimed at settling matters as closely as possible to the point of origin

V e)uitable in the way in which all workers are treated

V simple to understand

V rapid in their operation to ensure that grievances are processed in a timely manner.

urther the procedure should ensure that, if a grievance is not settled at the informal orthe first formal stage, workers should have the right to have their grievances heard atfurther levels, i.e. the right to appeal should be built into each stage.

*he number of stages contained in the procedure will depend on the si-e and nature of theorganisation, the management structure and the availability of resources. In the informalstage the grievance is discussed informally with the immediate manager. If the matter isnot resolved the grievance is taken to the next stage and so on. In each stage a moresenior manager handles the issueO the last stage being handled by the managing director


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or his authorised deputy or by a grievance committee.

# good grievance procedure should outlineB

V how and with whom to raise the issue

V whom next to apply if not satisfiedV time limits to each stageV the right to be represented

urther the grievance procedure should provide for proceedings and records to be keptconfidential. *he organisation must keep accurate records detailing the nature of thegrievance, the management response and the reason behind it, as well as any action taken.*he managers handling the grievance should be open minded and impartial in theirthoughts and actions and should be trained in grievance handling. It will be a goodpractice that another management representative who can act as a witness andLor a notetaker accompanies managers.

*he grievance procedure should be made known to all workers either by providingindividual copies during induction or by providing access via the organisation@s intranetsite. *he grievance procedure document should specify the scope and rule out issues thatare covered by other company procedures such as the disciplinary, harassment, jobevaluation appeal procedures etc. urther it would a good practice to have a pro formadocument for notification of formal grievance and a flow chart showing how theprocedure operates. #lso, special allowances should be made for individuals who aredisabled and whose first language is not 0nglish.

eedless to say, the grievance procedures should adhere to the rules of natural justice. Itshould be fair and seen to be fair. *here should be full investigation by an unbiasedindividual to establish the facts of the case. 0mployees who have raised a grievanceshould not subse)uently be disadvantaged in any way.

&rievance procedures are a means of dispute resolution that can be used to addresscomplaints by employees against management or to settle disputes between a companyand its suppliers, customers, or competitors. *he best6known application of grievanceprocedures is as a formal process outlined in labor union contracts. Q*he term grievanceas it appears in the written contract refers to a formal complaint by people who believethat they have been wronged by a management decision,Q 1ida &ulbinas $carpello, +ames'edvinka, and *homas +. (ergmann wrote in their bookHuman Resource Management:Environments and Functions. In fact, studies show that 9A percent of collectivebargainingagreements include procedures for filing and resolving grievances betweenlabor and management, usually through the process of arbitration.

(ut grievance procedures do not necessarily have to be so formal and elaborate. In smallbusinesses, the procedures may consist of a few lines in an employee manual or the
http://www.answers.com/topic/grievancehttp://www.answers.com/topic/collective-bargaininghttp://www.answers.com/topic/collective-bargaininghttp://www.answers.com/topic/grievancehttp://www.answers.com/topic/collective-bargaininghttp://www.answers.com/topic/collective-bargaining


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designation of a singleombudsmanto deal with problems as they develop. eer review ofemployee concerns is another popular way to address grievances. 3n the other hand,some larger companies may create an entire department dedicated to fielding complaintsfrom employees or customers.

Whatever form they may take, grievance procedures are intended to allow companies tohear and resolve complaints in a timely and cost effective manner, before they result inlitigation. %nowing that formal procedures are available often encourages employees toraise concerns or )uestion company policies before major problems develop. It also tendsto makes managers less likely to ignore problems, because they know that uppermanagement may become involved through the grievance process. In union settings,grievance procedures help protect employees against arbitrary decisions of managementregarding discipline, discharge, promotions, or benefits. *hey also provide labor unionsand employers with a formal process for enforcing the provisions of their contracts.

#lthough having grievance procedures in place is important in both unioni-ed and non6

unioni-ed settings, companies must support their written policies with consistent actionsif they hope to maintain good employee relations. Q*o make the grievance procedurework, management and the union have to approach it with the attitude that it serves themutual interests of management, employees, and the union,Q $carpello, 'edvinka, and(ergmann wrote. Q#n effective grievance procedure helps management discover andcorrect problems in operations before they cause serious trouble. It provides a vehiclethrough which employees and the union can communicate their concerns to uppermanagement.Q

or grievance procedures to be effective, both parties should view them as a positiveforce that facilitates the open discussion of issues. In some cases, the settling of

grievances becomes a sort of scorecard that reinforces an Qus versus themQ mentalitybetween labor and management. In other cases, employees are hesitant to use thegrievance process out of fear of recrimination. $ome studies have shown that employeeswho raise grievances tend to have lower performance evaluations, promotion rates, andwork attendance afterwards. *his suggests that some employers may retaliate againstemployees who raise complaints. It is vital that a companyGs grievance procedures includesteps to prevent abacklashagainst those who choose to use them.

ersons with complaints, concerns, grievances want a swift review and resolution of theproblem by management. $uch )uick response is beneficial to the employee,Management and the organi-ation.

*he employee because 7s;he knows that the issue has been addressed in a timely, fair andconsistent manner, even though they may not like the resultant answer.

Management can concentrate fully on running the business without distractions.

*he organi-ation runs more efficiently since everyone knows that the issue has beenresolved, one way or the other, and the employees can apply their efforts to their
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responsibilities.

*he Q $tepQ procedure encompasses a progressive face to face review of the issue byse)uentially higher levels of Management and 'abor. *he issues become clearer as theparties move away from emotion and toward logic. 7*his is the method most commonly

used in the 4$.;

3f course, this presumes that the parties actually want to resolve the grievance in amanner beneficial to both. If there is a hidden agenda, wherein one party seeks to comeout ahead, the issue usually finds its way to arbitration.

"0*#I'$ B

7a; 7a; 0mployee dissatisfaction or grievance should be identified by themanagement if they are not expressed. If they are ventilated, management hasto promptly acknowledge them.

7b; 7b; *he management has to define the problem properly andaccurately after it is identifiedLacknowledged.

7c; 7c; 2omplete information should be collected from all the partiesrelating to the grievance. Information should be classified as facts, data,opinions, etc.

7d; 7d; *he information should be analy-ed, alternative solutions to theproblem should be developed and the best solution should be selected.

7e; 7e; *he grievance should be redressed by implementing the solution.
http://www.openlearningworld.com/olw/courses/books/Employee%20Grievances%20and%20Discipline/Employee%20Grievances%20and%20Discipline/Essential%20Pre%20requisites%20of%20a%20Grievance%20Procedure.htmlhttp://www.openlearningworld.com/olw/courses/books/Employee%20Grievances%20and%20Discipline/Employee%20Grievances%20and%20Discipline/Essential%20Pre%20requisites%20of%20a%20Grievance%20Procedure.html


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7f; 7f; Implementation of the solution must be followed up at everystage in order to ensure effective and speedy implementation.

METHODS ALREADY BEING

FOLLOWED IN RANBAXY TO SOLVE GRIEVANCES

irstly , in case of any grievance the immediate supervisor is informed about thegrievance .

*he supervisor does his best to solve the problem.

If any problem is not solved , the !4M# R0$34R20 "0#R*M0* takes care ofthe problem.

*he grievance Is solved amicably.

#lso employees union has been formed in ranbaxy .

0mployees suggestions are also welcomed.

*he best way ranbaxy thinks to keep away from grievances of employees is to keep theemployees engaged .

$o , they have adventure , sports , and cultural activitiesbeing held for employees.


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T5' S-


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his template policy is an ideal addition for professionals looking to apply human resource policy best practices eithheir own organi-ations or to introduce as part of a service offering to their clients.

%+*1 D'8$*9*%

his ready6to6implement policy covers the following itemsB

urpose 3f *he olicy

$cope

&rievance rocess

Responsibilities 7"epartment of !uman Resources, 0mploying "epartment, 0mployee;

Reporting

Review of olicy

%0? I"I&$ B

$ome 2ompanies 7usually without unions; have established a non6traditional conflictresolution method that is gaining popular acceptanceB peer review is a process for

resolving day6to6day work6related grievances in a fair, just manner without involvingoutside parties or upper management. *he employee has the opportunity to appeal his orher case to a panel of peers, whose decision is binding on the employee as well as thecompany. #llowing the employee@s peers to be involved in the grievance resolutionprocess is unbiased and fair. 0mployees who have participated in peer review find that itwas a positive learning experience.

4nder this scheme, selected employees 7usually ; are teamed with selected management


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7


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that when grievances are raised they are handled effectively and sensitively. It should berealised that it takes some courage on part of the employees to raise their head above theparapet and make a compliant@. *he reception that employees receive when they havemade a stand is crucial to the maintenance of a healthy employment relationship andemployee relations.

0mployees become concerned or worried about all sorts of issues, some are work relatedand others are of a more personal nature but may impact on their work situation. Issuesmay concern individual workers or affect group of workers leading to individual orcollective grievances.

When employees voice these concerns to managers, in order to seek some sort of redress,they are initially classified as complaints. &ood day6to day management should ensurethat the majority of such matters are resolved )uickly and to the satisfaction of all parties.It is not, however, always possible to find )uick and easy solutions to employeescomplaints.

it is a good practice to separate grievance and disciplinary procedures, as their aims arevery different. #ppeals against disciplinary decisions should be channelled through thedisciplinary appeals procedure, not the grievance procedure. *het decisions on the scopeof grievance procedure need to be made at the design stage and should depend on thesi-e, nature and culture of the organi-ation as well as how sophisticated its existingprocedures are.

It is obvious that fair and efficient handling of complaints and grievances in theworkplace can significantly contribute to good employee relation. *his can be achievedthrough good management practices but it is preferable to adopt a formal written policyand procedure, to ensure consistency and a co6ordinated approach. #nother benefit is thatshould things go wrong, and a poorly handled grievance leads to legal intervention theorganisation will have a better defence if it can be shown that a comprehensive grievanceprocedure was in place and was correctly utilised.

*he existence of formal grievance procedures should encourage employees to raiseconcerns without fear of reprisal, provide a fair and )uick way of dealing withcomplaints, prevent minor disagreements developing into more serious disputes and helpto build an organisational climate based on openness and trust.

It is important that a grievance procedure should not be tokenist in nature. It is crucial asto how the grievance procedure is perceived and applied for it to be successful. It isvitally important for the procedure to have credibility. #ll parties need to be satisfied thatit is both fair in conception and application. It certainly should not be seen as a device forsimply going through the motions. If a grievance is raised then it is crucial that all partieshave a desire to ensure that there is a fair hearing of the complaint and that, ultimately,justice is done.


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GRIEVANCE INTERVIEW

*he key to good grievance handling is a proper investigation and that process should

start with interviewing the member who comes to you with a problem.(ased on this key interview, you will make a number of important decisions such aswhat to do with the problem, whether to investigate it further, and how to resolve theissue.

We all know that most work problems are not very simple. In order to get at the heart ofthe matter, we got to speak with the member and find out exactly what happened.

*hat means we have to develop three critical skillsB interviewing, listening and writing

G


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M-*-* 9$%9'$ $'%$38 -3 ;%++%?


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A GOOD LISTENER :

D% * * 9'$8% -3 89'3 *'. #sking the five WGs7what,when,where,who,why; maynot be difficult. &etting useful answers is another story. ?our member may be so hotunder the collar that you may have to wait a few minutes before he or she can settle downand tell you the whole story accurately and factually.

T-7' %'8. #lways take notes. ?ou canGt remember everything and taking notes conveysto the member that you are taking this issue in a serious manner. *he member may alsotake your concern more seriously and give you more facts and less opinion if he or shesees that their words are being written down. $ome statements or facts may not seemimportant at first, but take it all down. 'ater investigation may make this unimportantinformation crucial to your case.

U8' 5' 4$*'-' *'8*4-*% ;%$. *he sheet will help you interview the memberand help you complete a full investigation of the matter. ?our will be one step ahead ifyou pursue the complaint as a grievance. #dditionally, the worksheet will remain in theunion files so if the grievance is appealed to a higher level of the grievance process, yourinvestigation work will be preserved for other union grievance officers.

L' 5' '/'$ '++ 5' 8%$1.Make sure that you take enough time with the member.'isten to what the worker says without giving an opinion or making empty promises.!ave them tell the whole story and make notes as you go along so that you can follow upon specific details later.

F%++%?


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HR!$'+-'3 S7*++ !

H-3+*4 G$*'-'8

*he grievance process is an integral part of administering the collective agreement, agrievance being a formal dispute between an employee 7or the union; and managementinvolving the interpretation, application or alleged violation of the collective agreement.*he union files most grievances and, once they have been filed with the !R department,management should seek to resolve them fairly and )uickly. !andling a grievance is akey skill for managers in a unioni-ed 7and non6unioni-ed, if there is a grievance processin place; workplace.

I"I&$ WI*! "#*# B

F%$-+ '$8


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on6unioni-ed employees more likely to note improved post6grievance situations

#pproximately H8E of the employees who filed a grievance in 8999 perceived someimprovement in their post6grievance situation 7table shown;;. 3verall, men were morelikely than women to indicate an improvement 7D=E versus AE;. #mong the majoroccupations, managers ranked first in this regard 7:FE;, possibly because managersinvariably play a major role in the resolution process. Marketing and sales recorded theleast 79E;. # much higher6than6average percentage of workers in construction 7:FE;indicated an improvement, as did workers in the #tlantic region 7D8E;.

"espite the support received from unions during grievances 7through shop stewards, forexample;, fewer unioni-ed workers than non6unioni-ed reported an improvement in theirpost6grievance situation 7AFE versus H:E;. ossible explanations for this anomaly arenot readily available. *hey may partly derive from differences in the kind of issues beinggrieved by the two groupsXinformation not available from W0$. In other words, theissues being grieved by non6unioni-ed workers may be easier to resolve. It is not possibleto ascertain the influence of resolution mechanisms used because not all mechanismswere available to each filer, and also because some filers used more than one mechanism.


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W%$7'$8 ?*5 4$*'-' 9$**+'4'8 %$' 8-*8;*'3 ?*5 &%/6 9-1 -3

/'';*8

3verall job satisfaction depends on a variety of factors, including pay and benefits, natureof the job, physical working conditions, relations with the boss and co6workers, jobstability, promotional prospects, and work arrangements 7for example, shift, contract,


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seasonal, or on6call work;. $imilarly, satisfaction with pay depends in part on jobdemands and skill or educational )ualification match. inally, satisfaction with jobbenefits depends on several factors, including their number and type..

While job satisfaction has many aspects, one would expectXall else e)ualXhigher

satisfaction among workers with grievance privileges. W0$ does indeed show slightlyhigher overall job satisfaction for workers with grievance privileges. In 8999, about 98Eof these workers stated that they were satisfied or very satisfied with their job overall,compared with ::E of those without such privileges 7table shown;. Ratings wereidentical for the unioni-ed and non6unioni-ed.

$atisfaction with pay and benefits was generally lower than for the overall job. !ere also,a slightly higher percentage of workers with access to a grievance system 7DDE; thanthose without 7D


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S


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compared with A in 8= unioni-ed workers. actors accounting for the disappearance of aunion advantage in this situation, despite union workersG greater access to the system, arenot immediately clear from available W0$ data, but differences in issues being grievedmay have played a role.

Worker satisfaction with the overall job was generally higher than for pay and benefits.*he presence of a grievance system at the workplace appears to have had a slight positiveeffect on satisfaction ratings. #bout 98E of all workers with grievance privilegesindicated that they were satisfied or very satisfied with the overall job, and DDE said thesame with respect to pay and benefits. or those without access to a grievance system, thecorresponding percentages were slightly lower, at ::E and D


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DISCIPLINARY INTERVIEWING EXERCISE

I$%3


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SATISFACTION LEVEL OF THE EMPLOYEES

REGARDING THE MANAGERS ATTITUDE


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540$*I3 A B


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540$*I3 8= B R#*0 *!0 !.R "0** $ 2320R 3R I*$ 0M'3?00$ S


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540$*I3 88 B

WHAT IS THE AVERAGE TIME DURATION FOR ANY GRIEVANCE TO

BE SOLVED IN YOUR ORGANIATION.

- DAYS "2

/! "0 DAYS 2

"0 " DAYS 2

3 " DAYS

2

540$*I3 8< B W!#* I$ ?34R $#*I$#2*I3 '010' WI*! *!0 *R#II&R320"4R0 (0I& 3'3W0" I ?34R 3RI$#*I3 S


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540$*I3 8 B

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69/85

540$*I3 8A B

?34R %3W'0"&0 3 23M#? $ &3#'$ MI$$I3 1I$I3S


70/85

540$*I3 8H B

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72/85

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73/85

540$*I3 89 B

*!0 3R&.$*R42*4R0 I$ W0'' I3RM0" *3 ?34 S


74/85

540$*I3


75/85

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G$*'-' $'4-$3*4

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rom the analysis I found out that B

*here is a need for a proper grievance cell in the organi-ation

or speedy redressal of grievances of the workers.

*he h.r deptt. should be trained in the field of grievance handling.

Managers should be unbiased .

*he employees also suggested the hr policies of the organi-ation to be updated .

/*act,C said Isaac ewton, /is the knack of making a point without making an enemy.C*reat the other side with respect in the hearing room.

&rievances stem from management policies and practices, particularly when they lackconsistency, fair play and the desired level of flexibility. &rievances also may arisebecause of intra6personal problems of individual employees and union practices aimed atreinforcing and consolidating their bargaining, strength. *he absence of proper two6wayflow of communication can indeed be a fertile ground for breeding grievances.

$o there should be a proper communication system in the organi-ation.

*he best way to handle grievance is summari-ed below B

When a grievance is received it should be assessed and the company should conduct adetailed interview with the grievant and respondent.

then listen to all parties, identify the issues and conduct an investigation of fact ifre)uired.

lastly , negotiate the best outcome for the parties and organisation and makerecommendations for further action if re)uired.


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We need the following skills n get trained in them B

*hey are B

PREPARATION

repared and cogni-antof case and grievance procedure

INTERVIEW SKILLS

5uestioning skills'istening skills$ummari-ing and recording

PERSONAL MANNER

ut the parties at ease#llow emotion to vent itself#void passing judgement

ASSESSING THE FACTS

3btain all relevant information2heck accuracy of information2onsult relevant documents2onsult relevant others


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PLAN OF ACTION

0stablish cause7s; of problemIdentify short6 and long6term objectives2ogni-ant of costsLbenefits of optionsIdentify common ground

Introduce and pursue key commitments"ecide best solution@0xplain best solution

#0>4R0


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*W3 540$*I3#IR0$ #R0 #**#2!0" B

UESTIONNAIRE

" AGE

2 POSITION IN RANBAXY

# IS THERE ANY GRIEVANCE CELL DESIGNED FOR

EMPLOYEES IN YOUR ORGANIATION.

YE

S NO

RATINGS

# 2 "

HOW MUCH ARE YOU SATISFIED WITH THE

GRIEVANCE HANDLING PROCEDURE BEING

FOLLOWED IN YOUR ORGANIATION

HOW DO YOU FEEL ABOUT THE MANAGERS

ATTITUDE TOWARDS EMPLOYEES

GRIEVANCE HANDLING PROCEDURE SHOULD

IMPROVE IN YOUR ORGANIATION :

CAN YOUR COMPLAINT GO AGAINST YOU :

THERE SHOULD BE A PROPER GRIEVANCE CELL

DESIGNED IN THIS ORGANISATION

SUGGESTIONS FROM EMPLOYEES ARE WELCOMED

"

0 THE MANAGERS SHOULD PAY MORE ATTENTION TO

THE PROBLEMS OF THE EMPLOYEES .

"

"RATE THE RESPONSE OF THE H.R DEPTT. TO YOUR

GRIEVANCE

"

2THE GRIEVANCE DETAILS SHOULD BE

DOCUMENTED

"

#IMMEDIATE SUPERVISOR SHOULD BE MORE

TRAINED IN HANDLING YOUR GRIEVANCES :


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"

THE MANAGER SHOULD BE MORE COMPETENT TO

SOLVE PROBLEMS AND LISTEN TO YOU.

"

WHAT IS THE AVERAGE TIME DURATION FOR ANY

GRIEVANCE TO BE SOLVED IN YOUR

ORGANIATION.

- DAYS /

! "0

DAYS

"0 " DAYS 3

"

DAYS

"

WAS THERE ANY RECENT GRIEVANCE WHICH WAS

SOLVED THROUGH THE GRIEVANCE HANDLING

PROCEDURE

YE

S

NO

"

IF YES 6 HOW MUCH ARE YOU SATISFIED WITH THE

DECISION TAKEN

"

HAS THERE BEEN ANY REPETITION OF GRIEVANCE

WHICH WAS SOLVED EARLIER

YE

S NO

"

IF YES6 MENTION THE GRIEVANCE

. 2

0 ANY SUGGESTIONS TO THE COMPANY

UESTIONNAIRE

DENOTES HIGH RATE OF SATISFACTION AND

HIGH

DEGREE OF AGREENESS


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RATINGS

# 2 "

"

RATE ON THE SCALE OF 6 THE LIGHTING

ARRANGEMENTS IN YOUR ORGANIATION .

2RATE THE PROVISION FOR PERSONAL PROTECTIVE

EUIPMENTS BEING PROVIDED TO YOU.ON THE

SCALE OF .

# CANTEEN FACILITY SATISFACTION LEVEL

RATE ON THE SCALE OF 6 THE WASHROOM

FACILITIES.

SATISFACTION LEVEL WITH YOUR WORKING HOURS

SATISFACTION LEVEL WITH THE MEDICALFACILITIES BEING PROVIDED BY YOUR

ORGANIATION

RATE THE PAYMENT OF SALARY PROCEDURE BEING

FOLLOWED IN YOUR ORGANIATION ON THE SCALE

OF .

WHAT IS YOUR SATISFACTION LEVEL WITH THE

DISCIPLINARY ACTION BEING TAKEN IN YOUR

ORGANIATION AGAINST ANY MISCONDUCT

RATE THE H.R DEPTT S CONCERN FOR ITSEMPLOYEES ON THE SCALE OF ( BEING MAX.

CONCERN

"

0

RATE THE TRAINING PROCEDURE BEING

FOLLOWED IN YOUR ORGANIATION ON THE SCALE

OF .

"

" HOW DO YOU RATE THE LEAVE GRANTING SYSTEM

IN YOU ORGANIATION ON THE SCALE OF .

"2

WHAT IS YOUR SATISFACTION LEVEL WITH THE

PROVISION OF CASH REWARD OR BONUSES BEING

GIVEN TO YOU ON THE BASIS OF PERFORMANCE

"

# RATE THE CLEANLINESS BEING MAINTAINED IN

RANBAXY ON THE SCALE OF .


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"

RATE THE SERVICE OF THE HELPERS IN THE

CANTEEN ON THE SCALE OF ( BEING BEST

UALITY SERVICE) "

RATE THE FOOD UALITY IN THE CANTEEN.

"

RECREATIONAL FACILITIES BEING PROVIDED BYTHE ORGANIATION.

"

AVAILABILITY OF RESOURCES SUCH AS STATIONERY

6 FILES WHENEVER YOU NEED THEM

"

HOW MUCH ARE YOU SATISFIED WITH YOUR

SCHEDULING OF YOUR JOB CONTENT .

"

HOW MUCH ARE YOU SATISFIED WITH THE

CONCEPT OF SUGGESTIONS FROM THE EMPLOYEES

ARE ENTERTAINED

2

0 RATE THE DISCIPLINE MAINTAINED IN THE ORG. 2

" MARK THE ATTITUDE OF THE MANAGER . 2

2 TRUST IN THE ORGANIATION :

2

#

HOW MUCH ARE YOU SATISFIED WITH YOUR OWN

KNOWLEDGE ABOUT THE EXPECTATIONS OF YOUR

JOB

2

KNOWLEDGE OF COMPANY S GOALS MISSION

VISION RATE ON THE SCALE OF .

2

THE VENTILATION AT YOUR WORKPLACE SHOULD

IMPROVE :

2

PERFORMANCE APPRAISAL SYSTEM IN YOUR

ORGANIATION IS UNBIASED :

2

COMPENSATION FOR ANY ACCIDENT IS PROVIDED

WITHIN THE STIPULATED TIME PERIOD : 2

ARE MANAGERS BIASED

2 THE COMPANY FOLLOWS ITS PROMOTION AND

TRANSFER OFFERS AS MENTIONED IN ITS POLICIES.

#

0THE COMMUNICATION PROCESS SHOULD IMPROVE

IN YOUR ORGANIATION:

#

"THE ORGANIATION STRUCTURE IS WELL

INFORMED TO YOU:


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#

2THE SAFETY IN HANDLING MACHINES SHOULD

IMPROVE :

#

# SUGGESTIONS FROM EMPLOYEES ARE WELCOMED

#

THERE SHOULD BE MORE INTERACTION BETWEEN

EMPLOYEES AND MANAGERS

#

W!#* #R0# 2# *!0 23M#? IMR31043. R#% *!0 R00R020

- DISCIPLINE

/ HANDLING OF GRIEVANCES

CLEANLINESS

3 COMPETENCY OF MANAGERS

' ANY OTHER AREA ...............

R00R020$ B


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ranbaxy report

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