Mba notes
To study the grievance handling procedures
CHAPTER-I
INTRODUCTION
INTRODUCTION
Human resources play a very crucial role in the development process of an economy. The economic development of both developed as well as developing countries are closely inter-woven with the level of development of human resources. It is said that all development comes from the human mind. The quantity and quality of human contribution, it should be recognized, are entirely dependent upon the human body and mind. A nation, however rich it may be in the possession of the physical resources, cannot achieve any prosperity unless it is endowed with rich human resources. The human resources are, therefore, to be developed and properly organized in order to bring about economic development in and country. It should be noted that human resources are responsible for the transformation of traditional economies into modern industrial economies and also for the existing levels of economic development in different countries. The phenomenal growth achieved by a country like Japan, poor in its natural resources, can be attributed to its rich human resources. In essence, “the difference in the level of economic development of the countries is largely a reflection of the differences in quality of their human resources. The key elements in this proposition are that the values, attitudes, general orientation and quality of the people of a country determine its economic development”. At the micro level, human resource is the most valuable asset in the organization and not the money or physical equipment. It has, in fact, come to be recognized as an important economic resource. Therefore, human resources are to be developed, nurtured and properly organized in order to bring about prosperity in any country.
Human resource is the total knowledge, skills creative abilities, talents and aptitudes of an organization’s work force, as well as the values, attitudes and beliefs of the individuals involved. Human factor in organizations also gained significance due to the fact that most of the problems in the modern organizations are human and social in nature rather than physical, technical or economic. It is people who can make a difference and who can have an ever lasting impact on the survival and functioning of organization. Peters and Waterman in their widely acclaimed research work, “In search of Excellence”, have found “Productivity of People” as one of the important attributes that characterized the most excellent and innovative companies in United States. As pointed out by the noted psychologist, Mc Gregor, much management would agree that the effectiveness of their organizations would be at least doubled if they could discover how to tap the unrealized potential present in their human resources. As such, successful companies are the ones who achieve extraordinary results through ordinary people.
The human resources account for a large part of national output and there existed wide scope for enhancing productivity through their proper development. The physical resources, viz., material, machine, money and energy are all important in achieving the productivity of the Organization, but they will not give results unless the human resources are applied to them. In addition to providing value to the physical resources, the human resources provide a dynamic character to the economy and to the individual enterprise. The human resources are also significant from psychological stand point. They require a particular psychological environment to work.
The psychological environment is motivation which provides dynamism to these unique resources.
The individual and organizational goals are sought to be achieved through effective utilization of human resources. It may be noted that an organization’s performance and resulting productivity are directly proportional to the quantity and quality of its human resources. Any organization that exists to produce goods and services has good chance to survive and prosper if it consists of Right People. This is true for all organizations and similarly, people also need organizations for their development.
Thus, the development of human resources plays a very significant role in developing of the workforce of the organization in particular and economy in general. The distinction between all other resources and human resources is that, only the human Resources, which appreciates with time whereas all other resources undergo the process of Depreciation.
All the firms buy the same material and machines but it is the people in the firm who build the organization and make a difference in the final product. A machine’s maximum value reaches the day it starts producing. Man never reaches an ultimate value throughout the lifetime at work, but is able to change grow and enrich his value. Success of an organization mainly depends on the quality of its manpower and its performance.
NEED FOR THE STUDY
Grievance procedure is necessary for any organization due to the following reasons:
1. 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 employee 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 conflict and other causes as well.
3. It serves as a check on the arbitrary action of the management because supervisors know that employee is likely to see to it that their protest does teach the higher management.
4. It serves as an outlet for employee gripes, discontent and frustrations. it acts like a pressure valve an a steam boiler. The employee is entitled to legislative, executive and judicial protection and they get this protection from the grievance reprisal procedure, which also acts as a means of employee problems, expectations and frustrations. it becomes sensitive to their needs, and cares affect the employees__ for example, plant expansion or modification, the installation of labor-saving devices, ect., should take into consideration the impact that such plans might have on the employees.
5. the management has complete authority to operate the operate the business as it sees fit_ subject, of course, to its legal and the contracts it has entered into with its worker or their representative trade union. but if the trade union or the employees do not like way the management functions, the can submit their grievance in accordance with the procedure laid for that purpose.
OBJECTIVES OF THE STUDY
The objective of this procedure is to provide an employee who has a grievance, with the opportunity to have it examined quickly and effectively and where a grievance is deemed to exist, to have it resolved if possible, at the earliest practicable moment and at first level of management.
The main objectives are:
1) To review briefly the profile of Amara raja battery ltd. Tirupati, Chittor, AP.
2) To under the meaning of ‘grievances’ and the reason as to why they arise.
3) To bring out the importance of grievance handling and describe the grievance machinery and procedure in Amara raja battery company, Tirupati, Chittor, AP, and India.
4) To offer suggestion for the better “grievance handling” procedure in the organization.
SCOPE OF THE STUDY
The definition of a grievance often varies from company to company and from author to author. The broadest interpretation of the term would include any discontent or dissatisfaction that affects organizational performance. As such, it can be stated or unvoiced, written or oral, legitimate or ridiculous. The only major restriction in this definition is that the discontent must affect worker performance. The word grievance is used commonly to indicate various forms and stages of an employee’s dissatisfaction.
It means either dissatisfaction or a complaint or a grievance. While dissatisfaction could be defined as anything that disturbs an employee, a complaint is spoken or written dissatisfaction brought to the attention of the supervisor or his immediate head. In the language of the labour management relations, a grievance is a complaint formally presented by the employee or employees to the management
METHODOLOGY
In study the primary data collected by means of personal interview with the help of questionnaire.
PRIMARY DATA:
Primary data was collected through structured questionnaire by interviewing the employees who are working in AMARA RAJA BATTERY Ltd. In that sense 150 respondents through questionnaire.
SAMPLING:
A survey of 150 respondents out of 6000 in AMARA RAJA BATTERY Ltd by the way of direct observation and gripe Boxes was conducted.
SECONDARY DATA:
The process of the secondary data is also called desk research which was collected and stored earlier. The secondary data has been collected from various journals, reports and other records of the company.
. THE SOURCES ARE:
➢ Interview with assistant personal manager.
➢ Collecting necessary information by conducting survey through questionnaire.
➢ Annual reports of FACOR
➢ Bulletins
➢ Files.
LIMITATIONS
The study has its own limitations:-
➢ The lack of availability of information.
➢ The collected one does not give the complete information.
➢ It is limited to small sample that is 150 respondents from a large number of populations in organization with in a time frame of few days.
➢ The duration of the project was limited for only 45 days.
➢ The study is based on both collections of primary and secondary data.
➢ Some of the employee had not co-operated in filling of questionnaire.
******
CHAPTER-II
INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRY PROFILE:
An electrical battery is one or more electro chemical cell that converts stored chemical energy into electrical energy. Since the invention of the first battery (or "voltaic pile") in 1800 by Alessandro Volta and especially since the technically improved Daniel cell in 1836, batteries have become a common power source for many household and industrial applications. According to a 2005 estimate, the worldwide battery industry generates US$48 billion in sales each year. With 6% annual growth.
There are two types of batteries: primary batteries (disposable batteries), which are designed to be used once and discarded, and secondary batteries (rechargeable batteries), which are designed to be recharged and used multiple times. Batteries come in many sizes; from miniature cells used to power hearing aids and wristwatches to battery banks the size of rooms that provide standby power for telephone exchanges and computer data centers.
HISTORY
The symbol for a battery in a circuit. It originated as a schematic drawing of the earliest type of battery, a voltaic pile.
In strict terms, a battery is a collection of multiple electrochemical cells, but in popular usage battery often refers to a single cell. For example, a 1.5-volt AAA battery is a single 1.5-volt cell, and a 9-volt battery has six 1.5-volt cells in series. The first electrochemical cell was developed by the Italian physicist Alessandro Volta in 1792, and in 1800 he invented the first battery, a "pile" of many cells in series.
The usage of "battery" to describe electrical devices dates to Benjamin Franklin, who in 1748 described multiple Leyden jars (early electrical capacitors) by analogy to a battery of cannons. Thus Franklin's usage to describe multiple Leyden jars predated Volta's use of multiple galvanic cells. It is speculated, but not established, that several ancient artifacts consisting of copper sheets and iron bars, and known as Baghdad batteries may have been galvanic cells.
Volta's work was stimulated by the Italian anatomist and physiologist Luigi Galvani, who in 1780 noticed that dissected frog's legs would twitch when struck by a spark from a Leyden jar, an external source of electricity. In 1786 he noticed that twitching would occur during lightning storms. After many years Galvani learned how to produce twitching without using any external source of electricity. In 1791, he published a report on "animal electricity." He created an electric circuit consisting of the frog's leg (FL) and two different metals A and B, each metal touching the frog's leg and each other, thus producing the circuit A–FL–B–A–FL–B...etc. In modern terms, the frog's leg served as both the electrolyte and the sensor, and the metals served as electrodes. He noticed that even though the frog was dead, its legs would twitch when he touched them with the metals.
Within a year, Volta realized the frog's moist tissues could be replaced by cardboard soaked in salt water, and the frog's muscular response could be replaced by another form of electrical detection. He already had studied the electrostatic phenomenon of capacitance, which required measurements of electric charge and of electrical potential ("tension"). Building on this experience, Volta was able to detect electric current through his system, also called a galvanic cell. The terminal voltage of a cell that is not discharging is called its electromotive force (emf), and has the same unit as electrical potential, named (voltage) and measured in volts, in honor of Volta. In 1800, Volta invented the battery by placing many voltaic cells in series, piling them one above the other. This voltaic pile gave a greatly enhanced net emf for the combination, with a voltage of about 50 volts for a 32-cell pile. In many parts of Europe batteries continue to be called piles.
Volta did not appreciate that the voltage was due to chemical reactions. He thought that his cells were an inexhaustible source of energy, and that the associated corrosion effects at the electrodes were a mere nuisance, rather than an unavoidable consequence of their operation, as Michael faraday showed in 1834. According to Faraday, cations (positively charged ions) are attracted to the cathode, and anions (negatively charged ions) are attracted to the anode.
Although early batteries were of great value for experimental purposes, in practice their voltages fluctuated and they could not provide a large current for a sustained period. Later, starting with the Daniel cell in 1836, batteries provided more reliable currents and were adopted by industry for use in stationary devices, in particular in telegraph networks where they were the only practical source of electricity, since electrical distribution networks did not exist at the time.[19] These wet cells used liquid electrolytes, which were prone to leakage and spillage if not handled correctly. Many used glass jars to hold their components, which made them fragile. These characteristics made wet cells unsuitable for portable appliances. Near the end of the nineteenth century, the invention of dry cell batters, which replaced the liquid electrolyte with a paste, made portable electrical devices practical.
Since then, batteries have gained popularity as they became portable and useful for a variety of purposes.
Principle of operation
A voltaic cell for demonstration purposes. In this example the two half-cells are linked by a salt bridge separator that permits the transfer of ions, but not water molecules.
A battery is a device that converts chemical energy directly to electrical energy. It consists of a number of voltaic cells; each voltaic cell consists of two half-cells connected in series by a conductive electrolyte containing anions and cat ions. One half-cell includes electrolyte and the electrode to which anions (negatively charged ions) migrate, i.e., the anode or negative electrode; the other half-cell includes electrolyte and the electrode to which cat ions (positively charged ions) migrate, i.e., the cathode or positive electrode. In the red sox reaction that powers the battery, cat ions are reduced (electrons are added) at the cathode, while anions are oxidized (electrons are removed) at the anode. The electrodes do not touch each other but are electrically connected by the electrolyte. Some cells use two half-cells with different electrolytes. A separator between half-cells allows ions to flow, but prevents mixing of the electrolytes.
Each half-cell has an electromotive force (or emf), determined by its ability to drive electric current from the interior to the exterior of the cell. The net emf of the cell is the difference between the emfs of its half-cells, as first recognized by Volta. Therefore, if the electrodes have emfs [pic] and[pic], then the net emf is[pic]; in other words, the net emf is the difference between the reduction potentials of the half-reactions.
The electrical driving force or [pic] across the terminals of a cell is known as the terminal voltage (difference) and is measured in volts. The terminal voltage of a cell that is neither charging nor discharging is called the open-circuit voltage and equals the emf of the cell. Because of internal resistance, the terminal voltage of a cell that is discharging is smaller in magnitude than the open-circuit voltage and the terminal voltage of a cell that is charging exceeds the open-circuit voltage. An ideal cell has negligible internal resistance, so it would maintain a constant terminal voltage of [pic] until exhausted, then dropping to zero. If such a cell maintained 1.5 volts and stored a charge of one coulomb then on complete discharge it would perform 1.5 joule of work. In actual cells, the internal resistance increases under discharge, and the open circuit voltage also decreases under discharge. If the voltage and resistance are plotted against time, the resulting graphs typically are a curve; the shape of the curve varies according to the chemistry and internal arrangement employed.
As stated above, the voltage developed across a cell's terminals depends on the energy release of the chemical reactions of its electrodes and electrolyte. Alkaline and zinc-carbon cells have different chemistries but approximately the same emf of 1.5 volts; likewise NiCad and nigh cells have different chemistries, but approximately the same emf of 1.2 volts. On the other hand the high electrochemical potential changes in the reactions of lithium compounds give lithium cells emfs of 3 volts or more.
Categories and types of batteries:
From top to bottom: a large 4.5-volt (3R12) battery, a D cell, a C cell, an AA cell, an AAA cell, an AAAA cell, an A23 battery, , a 9-volt PP3 battery, and a pair of button cells (CR2032 and LR44).
Batteries are classified into two broad categories, each type with advantages and disadvantages.
Primary batteries irreversibly (within limits of practicality) transform chemical energy to electrical energy. When the initial supply of reactants is exhausted, energy cannot be readily restored to the battery by electrical means.
Secondary batteries can be recharged; that is, they can have their chemical reactions reversed by supplying electrical energy to the cell, restoring their original composition.
Some types of primary batteries used, for example, for telegraph circuits, were restored to operation by replacing the components of the battery consumed by the chemical reaction. Secondary batteries are not indefinitely rechargeable due to dissipation of the active materials, loss of electrolyte and internal corrosion.
Primary batteries
Primary batteries can produce current immediately on assembly. Disposable batteries are intended to be used once and discarded. These are most commonly used in portable devices that have low current drain, are used only intermittently, or are used well away from an alternative power source, such as in alarm and communication circuits where other electric power is only intermittently available. Disposable primary cells cannot be reliably recharged, since the chemical reactions are not easily reversible and active materials may not return to their original forms. Battery manufacturers recommend against attempting recharging primary cells.
Common types of disposable batteries include zinc-carbon batteries and alkaline batteries. In general, these have higher energy densities than rechargeable batteries, but disposable batteries do not fare well under high-drain applications with loads under 75 ohms (75 Ω).
Secondary batteries
Secondary batteries must be charged before use; they are usually assembled with active materials in the discharged state. Rechargeable batteries or secondary cell can be recharged by applying electric current, which reverses the chemical reactions that occur during its use. Devices to supply the appropriate current are called chargers or rechargers.
The oldest form of rechargeable battery is the lead-acid battery. This battery is notable in that it contains a liquid in an unsealed container, requiring that the battery be kept upright and the area be well ventilated to ensure safe dispersal of the hydrogen gas produced by these batteries during overcharging. The lead–acid battery is also very heavy for the amount of electrical energy it can supply. Despite this, its low manufacturing cost and its high surge current levels make its use common where a large capacity (over approximately 10 Ah) is required or where the weight and ease of handling are not concerns.
A common form of the lead–acid battery is the modern car battery, which can, in general, deliver a peak current of 450 amperes. An improved type of liquid electrolyte battery is the sealed valve regulated lead-acid battery (VRLA battery), popular in the automotive industry as a replacement for the lead–acid wet cell. The VRLA battery uses an immobilized sulfuric acid electrolyte, reducing the chance of leakage and extending shelf life. VRLA batteries have the electrolyte immobilized, usually by one of two means:
Absorbed Glass Mat (AGM) batteries absorb the electrolyte in special fiberglass matting.
Other portable rechargeable batteries include several "dry cell" types, which are sealed units and are, therefore, useful in appliances such as mobile phones and laptop computers. Cells of this type (in order of increasing power density and cost) include nickel-cadmium (NiCd), nickel-zinc (NiZn), nickel metal hydride (NiMH), and lithium-ion (Li-ion) cells. By far, Li-ion has the highest share of the dry cell rechargeable market.[3] Meanwhile, NiMH has replaced NiCd in most applications due to its higher capacity, but NiCd remains in use in power tools, two-way radios, and medical equipment. NiZn is a new technology that is not yet well established commercially.
Recent developments include batteries with embedded electronics such as USBCELL, which allows charging an AA cell through a USB connector, and smart battery packs with state-of-charge monitors and battery protection circuits to prevent damage on over-discharge. Low self-discharge (LSD) allows secondary cells to be p recharged prior to shipping.
Battery cell types
There are many general types of electrochemical cells, according to chemical processes applied and design chosen. The variation includes galvanic cells, fuel cells, electrolytic cells, flow cells, and voltaic piles.
Wet cell
A wet cell battery has a liquid electrolyte. Other names are flooded cell, since the liquid covers all internal parts, or vented cell, since gases produced during operation can escape to the air. Wet cells were a precursor to dry cells and are commonly used as a learning tool for electrochemistry. It is often built with common laboratory supplies, such as beakers, for demonstrations of how electrochemical cells work. A particular type of wet cell known as a concentration cell is important in understanding corrosion. Wet cells may be primary cell (non-rechargeable) or secondary cells (rechargeable). Originally, all practical primary batteries such as the Danielle cell were built as open-topped glass jar wet cells. Other primary wet cells are the Leclanche cell, Grove cell, Bunsen cell, Chromic acid cell, Clark cell, and Weston cell. The Leclanche cell chemistry was adapted to the first dry cells. Wet cells are still used in automobile battery and in industry for standby power for switchgear, telecommunication or large uninterruptible power supplies, but in many places batteries with gel cells have been used instead. These applications commonly use lead–acid or nickel-cadmium cells.
Dry cell
Line art drawing of a dry cell:
1. brass cap, 2. plastic seal, 3. expansion space, 4. porous cardboard, 5. zinc can, 6. carbon rod, 7. chemical mixture.
A dry cell has the electrolyte immobilized as a paste, with only enough moisture in it to allow current to flow. Unlike a wet cell, a dry cell can operate in any orientation without spilling as it contains no free liquid, making it suitable for portable equipment. By comparison, the first wet cells were typically fragile glass containers with lead rods hanging from the open top, and needed careful handling to avoid spillage. Lead–acid batteries did not achieve the safety and portability of the dry cell until the development of the gel battery.
A common dry cell battery is the zinc-carbon battery, using a cell sometimes called the dry Leclanche cell, with a nominal voltage of 1.5 volts, the same as the alkaline battery (since both use the same zinc-manganese dioxide combination).
A standard dry cell comprises a zinc anode (negative pole), usually in the form of a cylindrical pot, with a carbon cathode (positive pole) in the form of a central rod. The electrolyte is ammonium chloride in the form of a paste next to the zinc anode. The remaining space between the electrolyte and carbon cathode is taken up by a second paste consisting of ammonium chloride and manganese dioxide, the latter acting as a depolarizer. In some more modern types of so-called 'high-power' batteries (with much lower capacity than standard alkaline batteries), the ammonium chloride is replaced by zinc chloride.
Molten salt
Molten salt batteries are primary or secondary batteries that use a molten salt as electrolyte. Their energy density and power density give them potential for use in electric vehicles, but they operate at high temperatures and must be well insulated to retain heat.
Reserve:
A reserve battery is stored in unassembled form and is activated, ready-charged, when its internal parts are assembled, e.g. by adding electrolyte; it can be stored un activated for a long period of time. For example, a battery for an electronic faze might be activated by the impact of firing a gun, breaking a capsule of electrolyte to activate the battery and power the fuse’s circuits. Reserve batteries are usually designed for a short service life (seconds or minutes) after long storage (years). A water-activated battery for oceanographic instruments or military applications becomes activated on immersion in water.
Battery cell performance:
A battery's characteristics may vary over load cycle, over charge cycle, and over lifetime due to many factors including internal chemistry, current drain, and temperature.
Battery capacity and discharging:
A device to check battery voltage.
A battery's capacity is the amount of electric charge it can store. The more electrolyte and electrode material there is in the cell the greater the capacity of the cell. A small cell has less capacity than a larger cell with the same chemistry, and they develop the same open-circuit voltage.
Because of the chemical reactions within the cells, the capacity of a battery depends on the discharge conditions such as the magnitude of the current (which may vary with time), the allowable terminal voltage of the battery, temperature, and other factors.[43] The available capacity of a battery depends upon the rate at which it is discharged.[44] If a battery is discharged at a relatively high rate, the available capacity will be lower than expected.
The capacity printed on a battery is usually the product of 20 hours multiplied by the constant current that a new battery can supply for 20 hours at 68 F° (20 C°), down to a specified terminal voltage per cell. A battery rated at 100 Ah will deliver 5 A over a 20-hour period at room temperature. However, if discharged at 50 A, it will have a lower capacity.
The relationship between current, discharge time and capacity for a lead acid battery is approximated (over a certain range of current values) by Peugeot’s law:
[pic]
Where
[pic] is the capacity when discharged at a rate of 1 amp.
[pic] is the current drawn from battery (A).
[pic] is the amount of time (in hours) that a battery can sustain.
[pic] is a constant around 1.3.
For low values of I internal self-discharge must be included.
Internal energy losses and limited rate of diffusion of ions through the electrolyte cause the efficiency of a real battery to vary at different discharge rates. When discharging at low rate, the battery's energy is delivered more efficiently than at higher discharge rates, but if the rate is very low, it will partly self-discharge during the long time of operation, again lowering its efficiency.
Installing batteries with different Ah ratings will not affect the operation of a device (except for the time it will work for) rated for a specific voltage unless the load limits of the battery are exceeded. High-drain loads such as digital cameras can result in delivery of less total energy, as happens with alkaline batteries. For example, a battery rated at 2000 m Ah for a 10- or 20-hour discharge would not sustain a current of 1 A for a full two hours as its stated capacity implies.
Fastest charging, largest, and lightest batteries:
As of 2012 Lithium iron phosphate (LiFePO) batteries were the fastest-charging and discharging batteries (super capacitors, in some ways comparable to batteries, charge faster). The world's largest battery, composed of Ni-Cd cells, was in Fair banks. Sodium-sulfur batteries were being used to store wind power. Lithium-sulfur batteries have been used on the longest and highest solar-powered flight.[49] The speed of recharging of lithium-ion batteries can be increased by manufacturing changes.
Battery lifetime:
Primary batteries:
Disposable (or "primary") batteries typically lose 8 to 20 percent of their original charge every year at room temperature (20°–30°C). This is known as the "self discharge" rate, and is due to non-current-producing "side" chemical reactions which occur within the cell even if no load is applied. The rate of the side reactions is reduced if the batteries are stored at lower temperature, although some batteries can be damaged by freezing. High or low working temperatures may reduce battery performance. This will affect the initial voltage of the battery. For an AA alkaline battery, this initial voltage is approximately normally distributed around 1.6 volts.
Secondary batteries
Storage life of secondary batteries is limited by chemical reactions that occur between the battery parts and the electrolyte; these are called "side reactions". Internal parts may corrode and fail, or the active materials may be slowly converted to inactive forms. Since the active material on the battery plates changes chemical composition on each charge and discharge cycle, active material may be lost due to physical changes of volume; this may limit the cycle life of the battery.
Rechargeable batteries.
Old chemistry rechargeable batteries self-discharge more rapidly than disposable alkaline batteries, especially nickel-based batteries; a freshly charged nickel cadmium (NiCd) battery loses 10% of its charge in the first 24 hours, and thereafter discharges at a rate of about 10% a month. However, newer low self-discharge nickel metal hydride(NiMH) batteries and modern lithium designs have reduced the self-discharge rate to a relatively low level (but still poorer than for primary batteries). Most nickel-based batteries are partially discharged when purchased, and must be charged before first use. Newer NiMH batteries are ready to be used when purchased, and have only 15% discharge in a year.
Although rechargeable batteries have their energy content restored by charging, some deterioration occurs on each charge–discharge cycle. Low-capacity NiMH batteries (1700–2000 m Ah) can be charged for about 1000 cycles, whereas high-capacity NiMH batteries (above 2500 m Ah) can be charged for about 500 cycles. NiCd batteries tend to be rated for 1000 cycles before their internal resistance permanently increases beyond usable values. Under normal circumstances, a fast charge, rather than a slow overnight charge, will shorten battery lifespan. However, if the overnight charger is not "smart" and cannot detect when the battery is fully charged, then overcharging is likely, which also damages the battery. Degradation usually occurs because electrolyte migrates away from the electrodes or because active material falls off the electrodes. NiCd batteries suffer the drawback that they should be fully discharged before recharge. Without full discharge, crystals may build up on the electrodes, thus decreasing the active surface area and increasing internal resistance. This decreases battery capacity and causes the "memory effect". These electrode crystals can also penetrate the electrolyte separator, thereby causing shorts. NiMH, although similar in chemistry, does not suffer from memory effect to quite this extent. A battery does not suddenly stop working; its capacity gradually decreases over its lifetime, until it can no longer hold sufficient charge.
Automotive lead-acid rechargeable batteries have a much harder life. Because of vibration, shock, heat, cold, and suffocation of their lead plates, few automotive batteries last beyond six years of regular use. Automotive starting batteries have many thin plates to provide as much current as possible in a reasonably small package. In general, the thicker the plates, the longer the life of the battery. They are typically drained only a small amount before recharge. Care should be taken to avoid deep discharging a starting battery, since each charge and discharge cycle causes active material to be shed from the plates.
"Deep-cycle" lead–acid batteries such as those used in electric golf carts have much thicker plates to aid their longevity. The main benefit of the lead–acid battery is its low cost; the main drawbacks are its large size and weight for a given capacity and voltage. Lead–acid batteries should never be discharged to below 20% of their full capacity, because internal resistance will cause heat and damage when they are recharged. Deep-cycle lead–acid systems often use a low-charge warning light or a low-charge power cut-off switch to prevent the type of damage that will shorten the battery's life.
Extending battery life:
Battery life can be extended by storing the batteries at a low temperature, as in a refrigerator or freezer, which slows the chemical reactions in the battery. Such storage can extend the life of alkaline batteries by about 5%; rechargeable batteries can hold their charge much longer, depending upon type. To reach their maximum voltage, batteries must be returned to room temperature; discharging an alkaline battery at 250 m A at 0°C is only half as efficient as it is at 20°C. Alkaline battery manufacturers such as Duracell do not recommend refrigerating batteries.
Prolonging life in multiple cells through cell balancing:
Analog front ends that balance cells and eliminates mismatches of cells in series or parallel combination significantly improve battery efficiency and increase the overall pack capacity. As the number of cells and load currents increase, the potential for mismatch also increases. There are two kinds of mismatch in the pack: state-of-charge (SOC) mismatch and capacity/energy (C/E) mismatch. Though the SOC mismatch is more common, each problem limits the pack capacity (m Ah) to the capacity of the weakest cell.
Cell balancing principle
Battery pack cells are balanced when all the cells in the battery pack meet two conditions:
If all cells have the same capacity, then they are balanced when they have the same State of Charge (SOC.) In this case, the Open Circuit Voltage (OCV) is a good measure of the SOC. If, in an out of balance pack, all cells can be differentially charged to full capacity (balanced), then they will subsequently cycle normally without any additional adjustments. This is mostly a one-shot fix.
If the cells have different capacities, they are also considered balanced when the SOC is the same. But, since SOC is a relative measure, the absolute amount of capacity for each cell is different. To keep the cells with different capacities at the same SOC, cell balancing must provide differential amounts of current to cells in the series string during both charge and discharge on every cycle.
Cell balancing electronics:
Cell balancing is defined as the application of differential currents to individual cells (or combinations of cells) in a series string. Cells in a series string normally receive identical currents. A battery pack requires additional components and circuitry to achieve cell balancing. However, the use of a fully integrated analog front end for cell balancing reduces the required external components to just balancing resistors.
Cell mismatch results more from limitations in process control and inspection than from variations inherent in the lithium ion chemistry. The use of a fully integrated analog front end for cell balancing can improve the performance of series connected Li-ion Cells by addressing both SOC and C/E issues.[66] SOC mismatch can be remedied by balancing the cell during an initial conditioning period and subsequently only during the charge phase. C/E mismatch remedies are more difficult to implement and harder to measure and require balancing during both charge and discharge periods.
This solution eliminates the quantity of external components, as for discrete capacitors, diodes, and most other resistors to achieve balance.
Battery sizes:
Primary batteries readily available to consumers range from tiny button cells used for electric watches, to the No. 6 cell used for signal circuits or other long duration applications. Secondary cells are made in very large sizes; very large batteries can power a submarine. Large secondary batteries have been used to stabilize the electrical grid and help level out peak loads.
Hazards
A battery explosion is caused by the misuse or malfunction of a battery, such as attempting to recharge a primary (non-rechargeable) battery, or short circuiting a battery. Car batteries are most likely to explode when a short-circuit generates very large currents. Car batteries liberate hydrogen, which is very explosive, when they are overcharged (because of electrolysis of the water in the electrolyte). The amount of overcharging is usually very small and generates little hydrogen, which dissipates quickly. However, when "jumping" a car battery, the high current can cause the rapid release of large volumes of hydrogen, which can be ignited explosively by a nearby spark, for example, when disconnecting a jumper cable.
Leakage
.Many battery chemicals are corrosive, poisonous, or both. If leakage occurs, either spontaneously or through accident, the chemicals released may be dangerous.
For example, disposable batteries often use zinc "can" both as a reactant and as the container to hold the other reagents. If this kind of battery is run all the way down, or if it is recharged after running down too far, the reagents can emerge through the cardboard and plastic that forms the remainder of the container. The active chemical leakage can then damage the equipment that the batteries were inserted into. For this reason, many electronic device manufacturers recommend removing the batteries from devices that will not be used for extended periods of time.
Environmental concerns
The widespread use of batteries has created many environmental concerns, such as toxic metal pollution. Battery manufacture consumes resources and often involves hazardous chemicals. Used batteries also contribute to electronic waste. Some areas now have battery recycling services available to recover some of the materials from used batteries. Batteries may be harmful or fatal if swallowed. Recycling or proper disposal prevents dangerous elements (such as lead, mercury, and cadmium) found in some types of batteries from entering the environment. In the United States, Americans purchase nearly three billion batteries annually, and about 179,000 tons of those end up in landfills across the country.
The Battery Directive of the European Union has similar requirements, in addition to requiring increased recycling of batteries, and promoting research on improved battery recycling methods. In accordance with this directive all batteries to be sold within the EU must be marked with the "collection symbol" (A crossed out wheeled bin). This must cover at least 3% of the surface of prismatic batteries and 1.5% of the surface of cylindrical batteries. All packaging must be marked likewise.
Ingestion:
Small button cells can be swallowed, particularly by young children. While in the digestive tract the battery's electrical discharge may lead to tissue damage; such damage is occasionally serious and very rarely even leads to death. Ingested disk batteries do not usually cause problems unless they become lodged in the gastrointestinal (GI) tract. The most common place disk batteries become lodged, resulting in clinical squeal, is the esophagus. Batteries that successfully traverse the esophagus are unlikely to lodge at any other location. The likelihood that a disk battery will lodge in the esophagus is a function of the patient's age and the size of the battery. Disk batteries of 16 mm have become lodged in the esophagi of 2 children younger than 1 year. Older children do not have problems with batteries smaller than 21–23 mm. Liquefaction necrosis may occur because sodium hydroxide is generated by the current produced by the battery (usually at the anode). Perforation has occurred as rapidly as 6 hours after ingestion.
Battery chemistry:
Primary battery chemistries:
|Chemistry |Nominal Cell |Specific Energy |Elaboration |
| |Voltage |[MJ/kg] | |
|Zinc-carbon |1.5 |0.13 |Inexpensive. |
|Zinc-chloride |1.5 | |Also known as "heavy duty", inexpensive. |
|Alkaline |1.5 |0.4-0.59 |Moderate energy density. |
|(zinc–manganese dioxide) | | |Good for high and low drain uses. |
|Nickel ox hydroxide |1.7 | |Moderate energy density. |
|(zinc–manganese dioxide/nickel | | |Good for high drain uses |
|oxyhydroxide) | | | |
|Lithium |1.7 | |No longer manufactured. |
|(lithium–copper oxide) | | |Replaced by silver oxide (IEC-type "SR") |
|Li–CuO | | |batteries. |
|Lithium |1.5 | |Expensive. |
|(lithium–iron disulfide) | | |Used in 'plus' or 'extra' batteries. |
|LiFeS2 | | | |
|Lithium |3.0 |0.83-1.01 |Expensive. |
|(lithium–manganese dioxide) | | |Only used in high-drain devices or for long|
|LiMnO2 | | |shelf life due to very low rate of self |
| | | |discharge. |
| | | |'Lithium' alone usually refers to this type|
| | | |of chemistry. |
|Mercury oxide |1.35 | |High drain and constant voltage. |
| | | |Banned in most countries because of health |
| | | |concerns. |
|Zinc-air |1.35–1.65 |1.59 |Mostly used in hearing aids. |
|Silver-oxide (silver–zinc) |1.55 |0.47 |Very expensive. |
| | | |Only used commercially in 'button' cells. |
Rechargeable battery chemistries
|Chemistry |Cell |Specific Energy |Comments |
| |Voltage |[MJ/kg] | |
|NiCd |1.2 |0.14 |Inexpensive. |
| | | |High/low drain, moderate energy density. |
| | | |Can withstand very high discharge rates with virtually no |
| | | |loss of capacity. |
| | | |Moderate rate of self discharge. |
| | | |Reputed to suffer from memory effect (which is alleged to |
| | | |cause early failure). |
| | | |Environmental hazard due to Cadmium – use now virtually |
| | | |prohibited in Europe. |
|Lead acid |2.1 |0.14 |Moderately expensive. |
| | | |Moderate energy density. |
| | | |Moderate rate of self discharge. |
| | | |Higher discharge rates result in considerable loss of |
| | | |capacity. |
| | | |Does not suffer from memory effect. |
| | | |Environmental hazard due to Lead. |
| | | |Common use – Automobile batteries |
|NiMH |1.2 |0.36 |Inexpensive. |
| | | |Performs better than alkaline batteries in higher drain |
| | | |devices. |
| | | |Traditional chemistry has high energy density, but also a |
| | | |high rate of self-discharge. |
| | | |Newer chemistry has low self discharge rate, but also a |
| | | |~25% lower energy density. |
| | | |Very heavy. Used in some cars. |
|NiZn |1.6 |0.36 |Moderately inexpensive. |
| | | |High drain device suitable. |
| | | |Low self-discharge rate. |
| | | |Voltage closer to alkaline primary cells than other |
| | | |secondary cells. |
| | | |No toxic components. |
| | | |Newly introduced to the market (2009). Has not yet |
| | | |established a track record. |
| | | |Limited size availability. |
|Lithium ion |3.6 |0.46 |Very expensive. |
| | | |Very high energy density. |
| | | |Not usually available in "common" battery sizes. |
| | | |Very common in laptop computers, moderate to high-end |
| | | |digital cameras and camcorders, and cell phones. |
| | | |Very low rate of self discharge. |
| | | |Volatile: Chance of explosion if short circuited, allowed |
| | | |to overheat, or not manufactured with rigorous quality |
| | | |standards. |
Homemade cells:
Almost any liquid or moist object that has enough ions to be electrically conductive can serve as the electrolyte for a cell. As a novelty or science demonstration, it is possible to insert two electrodes made of different metals into a lemon, potato, etc. and generate small amounts of electricity. "Two-potato clocks" are also widely available in hobby and toy stores; they consist of a pair of cells, each consisting of a potato (lemon, et cetera) with two electrodes inserted into it, wired in series to form a battery with enough voltage to power a digital clock. Homemade cells of this kind are of no real practical use, because they produce far less current and cost far more per unit of energy generated—than commercial cells
A voltaic pile can be made from two coins (such as a nickel and a penny) and a piece of paper towel dipped in salt water. Such a pile generates a very low voltage but, when many are stacked in series, they can replace normal batteries for a short time.
Sony has developed a biological battery that generates electricity from sugar in a way that is similar to the processes observed in living organisms. The battery generates electricity through the use of enzymes that break down carbohydrates, which are, in essence, sugar.
Lead acid cells can easily be manufactured at home, but a tedious charge/discharge cycle is needed to 'form' the plates. This is a process in which lead sulfate forms on the plates, and during charge is converted to lead dioxide (positive plate) and pure lead (negative plate). Repeating their process results in a microscopically rough surface, with far greater surface area being exposed. This increases the current the cell can deliver. For an example, see.
Daniel cells are also easy to make at home. Aluminum-air batteries can also be produced with high-purity aluminum. Aluminum batteries will produce some electricity, but are not very efficient, in part because a significant amount of hydrogen gas is produced.
COMPANY PROFILE
“To transform our spheres of influence and to improve the quality of life by building institutions that provide better access to better opportunities, goods and services to more people …all the time”
Brief about the Promoters
Dr. Ramachandra N. Galla, a non-resident Indian now settled in India is the main promoter. He is a post graduate engineer with over 16 years experience in power systems as an electrical engineer in Nuclear and conventional source power generating stations across the USA. Mr.Galla went to USA after obtaining degrees from S.V. University, Tirupati& Roorkee University. He holds an M.S. Degree in system science from Michigan state university. After his return to India, he promoted along with Andhra Pradesh Electronics Development Corporation (APEDC). A Rs. 2 crores unit – Amara Raja Power Systems Ltd. – for the manufacture of uninterrupted power supply systems (UPS), Battery Chargers, D.C. power supplies & static inverters. The co-promoter Smt. Aruna Kumari Galla is a diploma holder in computers and has worked in USA currently holds the position of the Hon. Minister of Andra Pradesh.
History of the Company
Amara Raja Batteries Limited was established in the year 1985 as private limited and then converted into public limited in the year 1990. The company is currently poised on a healthy growth curve and ended the financial year 2007 – 08 with a turnover of Rs.745 crores with a profit of 47 crores.
Amara Raja Batteries has a strategic tie up with Johnson Control Inc. of the USA who owns 26% stake in this company. Johnson Controls is a Fortune 500 US$31 bn company and also the largest manufacturer of lead acid batteries in North America and a leading global supplier to major automobile manufacturers and industrial customers.
Amara Raja has demonstrated its commitment to offer optimum system solutions of the highest quality. And it has become the largest supplier of standby power systems to core Indian utilities such as the Indian Railways, Department of Telecommunications, Electricity Boards and major power generation companies. Extensive plans have been charted out for the future, wherein the company undertakes to become the most preferred supplier for power back-up systems.
Now it also started to compete with ‘The only left-out segment’ in lead-acid battery market - Two Wheeler batteries. With its commitment to transform the spheres of influence, ARBL has launched the two wheeler battery – Amaron bike rider. It will take no time to capture the market because of Amaron’s extensive Business network.
Amara Raja Batteries Limited comprises of three major divisions viz., Industrial Battery Division [IBD] and Automotive Battery Division [ABD] and the recently established Small Battery Division [SBD].
Apart from the Amara Raja Batteries Limited the following are the associate concerns:
AMARA RAJA POWER SYSTEMS LIMITED (ARPSL)
MANGAL PRECISION PRODUCTS LIMITED (MPPL1)
MANGAL PRECISIONS PRODUCTS LIMITED (MPPL2)
AMARA RAJA ELECTRONICS LIMITED (AREL)
GALLA FOODS LIMITED (GFL)
AMARA RAJA INFRA PRIVATE LIMITED (ARIPL)
Amara Raja Industrial Services Pvt.Ltd (ARISPL)
AMARA RAJA BATTERIES LIMITED
Overview
Amara raja Batteries limited ,an Amara Raja – Johnson Controls Company with 26%
industry , Manufacturing batteries for both Industrial and Automotive applications. Johnson Controls Inc is A Fortune 500 US$31 bn corporation and worlds largest manufacturer of Automotive Batteries. This alliance supplies batteries to every major auto manufacturer in the world including General Motors, Ford, DaimlerChrysler, Toyota, Volvo, Hyundai, Nissan, Honda, Volkswagen and Fiat among others.
Amara Raja Batteries Limited is also the largest manufacturer of standby VRLA batteries in Indian Ocean Rim comprising the area ranging from Africa and Middle East to South East Asia. Based in Chennai, with a fully integrated manufacturing unit for its Industrial batteries at Tirupati, Amara Raja Has reached a position of leadership in a very short span.
1. Industrial Batteries Division (IBD)
Amara Raja has become the benchmark in the manufacture of industrial batteries. India is one of the largest and fastest growing markets for industrial batteries in the world and Amara Raja is leading the front, with an 80% market share for standby VRLA batteries. It is also having the facility for producing plastic components required for industrial batteries.
1.1. Incorporation
ARBL is the first company in India to manufacture VRLA Batteries (Sealed Maintenance Free). The company has set up Rs. 1920 Lakhs Plant in 18 acres in Karakambadi Village, Renigunta Mandal. Amara Raja Batteries Limited was established in the year 1985 as Private Limited and then it has been shaped into Limited Company with the advent of GNB Industrial Battery Co. U.S.A. for manufacturing sealed Valve Regulated Lead Acid Storage Batteries (VRLA).
1.2. Products
Types of VRLA batteries manufactured in the Industrial Battery Division and their applications are as follows:
Power Stack
Applications:
The major application areas for power stack can be summed up as follows:
➢ Power Plants
➢ Process & Service industry
➢ Railways
➢ Telecommunications
➢ Uninterruptible power supply systems
➢ Electronic Private Automatic Branch Exchange [EPABX]
➢ Defense [Onshore & Offshore Wireless Communications, Cellular Radios]
QUANTA (UPS battery)
Applications:
Various critical IT applications in
Banks, Insurance, Finance, Healthcare,
Education, Software, IT enabled services, Corporate, SMEs, Industry, Government etc.
1.3. Customers
Amara Raja Batteries being the first entrant in this industry had the privilege of pioneering the VRLA technology in India. With the requisite approvals and manufacturing facilities, Amara Raja has established itself as a reliable supplier of high-quality products to the major segments like Telecom, Railways and Power sectors.
2. Automotive Battery Division
ABD SBU has two main divisions:
Auto Motive Battery Division - I (For Four Wheeler batteries)
Auto Motive Battery Division – II(Motor Cycle batteries)
2.1 Automotive Battery Division- I(Four Wheeler Batteries):
2.1.1. Incorporation
Amara Raja batteries Limited inaugurated its new automotive plant at Karakambadi in Tirupati on September 24th, 2001. This plant is part of the most completely integrated battery manufacturing facility in India with all critical components, including plastics sourced in-house from existing facilities on-site. Amara Raja’s strategic alliance partners Johnson Controls, USA have closely worked with their Indian counterparts to put together the latest advances in manufacturing technology and plant engineering. It is also having the facility for producing plastic components required for automotive batteries.
2.1. 2.Products
Amaron Fresh batteries
Amaron Hi-way truck batteries
Amaron Harvest tractor batteries
Amaron PRO Hi-life batteries for Automobiles
Amaron Shield for Inverters
Amaron GO batteries
2.1.3. Customers
ARBL has prestigious OEM clients like FORD, General Motors, Daewoo Motors, Mercedes-Benz, Daimler Chrysler, Maruti Udyog Ltd, Premier Auto Ltd and recently acquired a preferential supplier alliance with Ashok Leyland, Hindustan Motors, Telco, Mahindra & Mahindra and Swaraj Mazda. The company entered the replacement battery segment with the launch of Amaron Hi-life auto batteries.
Batteries are made to the specific standards of ISO 9001, QS 9000 and ISO 14001 certificates using world- class Technology and quality- controlled parameters.
2.2. Automotive Battery Division II (Motorcycle batteries)
ARBL entered into Motor cycle battery market with latest generation technology products to the customer and entering into Motor cycle Battery market is a significant step for Amara Raja Group. ARBL Laid foundation stone for establishing two wheeler battery plant on 10th April 2007.
Amara Raja Batteries entered the two wheeler battery segment by launching Amaron Pro Bike Rider two-wheeler batteries, powered by VRLA (Valve Regulated Lead Acid) technology from Johnson Controls Inc customized by Amara Raja's R&D for the an market. The Pro bike rider is launched on 26 th may 2008 and offers most powerful performance at 30 per cent higher cranking power than the best in the market, Amaron o Bike Rider comes with a 60 month warranty.
2.2.1. Products
Motor Cycle Batteries:Amaron Pro bike Rider(12 V 2.5 Ah, 12 V 5 ah, 12 V 9 Ah).
Power zone Batteries.
AFFILIATES & SUBSIDIARIES:
1. Amara Raja Power Systems Ltd [ARPSL]:
Amara Raja Power Systems Ltd was incorporated in 1984 and was co-promoted by AP ELECTRONIC DEVELOPMENT CORPORATION [APEDC]. By virtue of APEDC’s equity participation, ARPSL has become a deemed Public Limited company as per section 43(A) of the Companies Act. ARPSL is engaged in the manufacture of Uninterruptible Power Systems (UPS), Battery Chargers (BC) and Inverters. The company had a technical collaboration with HDR Power System Inc. USA. The operations of the firm are highly satisfactory.
Product(s): Conventional Chargers, Switch Mode Rectifiers (SMR) & Integrated Power Supply System (IPS).
Customers: Telecom, Railways, and offshore platforms.
2. Mangal Precision Products Ltd (MPPL1)
Mangal Precision Products Limited was incorporated in 1990 for manufacture of MS Cabinets, trays, and racks for batteries, UPS, Battery Chargers, Inverters, etc. and to manufacture small battery parts. It is having all the sheet metal processing machinery starting from sheet cutting to final painting with punching, bending, welding, phosphating, and powder coating processes. The plant is located at Tirupati and is registered as an ancillary unit to ARBL and ARPSL. The operations of the company are brisk and satisfactory.
3. Mangal Precision Products Ltd (MPPL2)
Mangal Precision Products limited was started in the year 1996-97 to produce battery components like copper connectors, copper inserts, hardware required by ARBL & ARPSL. The unit is located at Petamitta Village, Puthalapattu mandal, Chittor District, AP at a distance of 65 kms from Amara Raja Group of Companies, Karakambadi. To develop backward villages, ARBL, CMD located the unit in Petamitta and provided an employment to rural people. It also produces quality hardware like fasteners for Automobile manufacturers. The unit is having required machinery and equipment like power press break, mechanical press, cold forging machine, thread forming machine, lathe, drilling, trapping machine etc to produce the above components. These components are electroplated and dispatched to ARBL and ARPSL.
4. Amara Raja Electronics Limited (AREL)
AREL is located at diguvamagham Village near Chittoor in Andra Pradesh; India.The unit started commercial production in December 200 and has since then manufactured Digital Inverters, SMPS Battery Chargers and Trickle chargers. The plant also is into contract manufacturing for PCB Assembly.
Products:
Printed circuit Boards (PCB) assembly on job work basis for M/s Amara Raja Power Systems Ltd., Tirupati.
Populated Printed Circuit Board assembly for sale to original Equipment Manufacturers. [OEM]
5. Galla Foods Limited (GFL)
GFL was inaugurated on May 4th 2005, and located in he Agri Export Zone in Chittoor. AP (India), which is the largest producer of fruits in India, with mango being the largest produced fruit.
Products:
Tropical fruits pulp and puree
Fresh fruits (Mango-Artificial ripening chamber)
(Table variety for Exports only)
6. Amara Raja Infra Private Limited (ARIPL)
Amara raja group entered into a new business venture like Infra & Civil construction and it was established on 29th May ,2008.ARIPL is a part Amara Raja Group of companies & taking responsibility of Internal Civil constructions, Electrical projects and infra development across the Amara Raja Group.
7. Amara Raja Industrial Services Pvt.Ltd (ARISPL)
After a recent launch of Infrastructure Company ARIPL by Amara raja last year (2008), this year (2009) Amara raja ventured into another business of industrial services. This company will focus on facility management, property management and other hospitality related services.
Key Milestones of Amara Raja Group
➢ Designed and implemented the most advanced battery manufacturing facility in India in1991-92
➢ Received the ISO-9001 Certification in February1997
➢ Crossed 100 crore turnover mark in March 1997
➢ Commissioned in-house plastics and tool room section in August 1997
➢ Installed latest air pollution control equipment April 1999.
➢ Received the QS-9000 Certification in May 1999
➢ Launched Amaron Hi-Life (automotive batteries for the replacement market) in January 2000.
➢ Implemented the ERP system in March 2000 for enhanced operational efficiencies and closer integration of expanding operations and spread of business
➢ Launched Amaron Pit shops- exclusive state-of-the-art showrooms for Amaron batteries in July 2000
➢ Launched Brute motive power batteries in September 2001
➢ Launched new corporate logo in September 2001
➢ Commissioned Phase-1 of fully integrated automotive battery plant in Tirupati, September 2001
➢ Received the ISO 14001 Certification for EMS in May 2002
➢ Received the ISO/TS 16949:2002 in the year 2004 for ARBL
➢ Received the ISO/TS 16949:2002 in the year 2006 for MPPL
➢ Commissioned SMT (Surface Mount Technology) Machine at AREL Diguvamagham in the year 2006.
➢ Commissioned VHT project in GFL with a view to export the Fruits and vegetables to Japan in April 2007.
➢ Laid foundation stone for establishing Two wheeler battery plant on 10th April 2007
➢ Launched Power Zone Batteries brand on May 2007
➢ Launched Two wheeler batteries on may 2008
➢ Commissioned Beverage plant in GFL on 21st April, 2008.
➢ Established Amara Raja Infra Pvt. Ltd. On 29th May, 2008.
➢ Established Amara Raja Industrial Services Pvt.Ltd. 2009.
Awards Received by Amara Raja Group
➢ ‘Best Industry all round Performance award in 1998 by FAPCCI
➢ ‘Entrepreneur of the Year' awarded to Mr. R. N. Galla, Chairman & Managing Director in 1998 by HMA
➢ 'Business Excellence Award' in 1999 by Industrial Economist
➢ 'Udyog Rattan Award' in 1999 by the Institute of Economic Studies
➢ 'Most Significant Automotive Product of the Year 'in December 2000 by Overdrive (India's leading auto magazine). This honor is in recognition of Amaron's technological superiority and innovative product features, which have created a new standard for automotive batteries in India.
➢ 'Excellence in Environmental Management' in June 2002 by Andhra Pradesh Pollution Control Board
➢ Amara Raja received 5 Awards at the Mumbai Advertising Club Awards 2003 for the Amaron Hi-Life advertising campaign including Campaign of the Year Award, Advertiser of the Year Award and 2 Silver and 1 Gold Abby in other categories.
➢ Amara Raja received Best 5S Practices Implementation award from CII, Southern Region
➢ MPPL Received award in recognition of excellence in Cleaner Production Technologies and adoption of climate change mitigation measures from AP Pollution control Board.
“Award for best HR Strategy in line with Business" and
"Award for continuous innovation in HR Strategy at Work".
******
CHAPTHER-III
THEORETICAL FRAMEWORK
THEORETICAL FRAMEWORK
A grievance is a sigh of employee's discontent with job and its nature. The employee has got certain aspirations and expectations which he thinks must be fulfilled by the organization where he is working. When the organization fails to satisfy the employee needs, he develops a feeling of discontents or dissatisfaction for instance, the employee expects proper implementation of the central and sate government’s laws, collective agreements, company polices and managements responsibilities. a violation of any one among these cause dissatisfaction on his part. Thus, grievance is caused due to the difference between the employee expectation and management practice.
The concept 'grievance' has been defined several ways by different authorities. Some of the definitions are as follows
"any discontent or dissatisfaction, whether exposed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust or inequitable."
The above definitions indicate that a grievance may be factual or imaginary or disguised and it is problem whether expressed or not, valid or not. When an employee presents a problem, the grievance redressing authority, has to analyze the problem, find out the cause of the problem of grievance reprisal is known as clinical approach to grievance handling. Hence, a grievance may be viewed as complex psychological phenomenon calling for human rather than any procedural or legal action in its analysis and solution.
CONCEPT OF GRIEVANCE:
The definition of a grievance often varies from company to company and from author to author. The broadest interpretation of the term would include any discontent or dissatisfaction that affects organizational performance. As such, it can be stated or unvoiced, written or oral, legitimate or ridiculous. The only major restriction in this definition is that the discontent must affect worker performance.
The word grievance is used commonly to indicate various forms and stages of an employee’s dissatisfaction. It means either dissatisfaction or a complaint or a grievance. While dissatisfaction could be defined as anything that disturbs an employee, a complaint is spoken or written dissatisfaction brought to the attention of the supervisor or his immediate head. In the language of the labour management relations, a grievance is a complaint formally presented by the employee or employees to the management.
CHARACTERISTICS OF GRIEVANCE
A grievance may have the following characteristics:
1. Factual:
the employer-employee relation depends upon the job contract in any organization. this contract indicates the norms defining the limits which the employee expects the organization to fulfill his aspirations, needs or expectations. when these legitimate needs of expectation is called factual grievance. for instance, when an employee is not given promotion which is due to him or when work conditions are unsafe, grievance of employee relating to these issues are based on facts. In other words, these grievances reflect the drawbacks in the implementation of the organizational policies.
2. Imaginary:
when the job contract is not clear-cut and does not indicate the norms defining the limits within which the employee expects the organization fulfill his needs or aspirations, the employee develops such needs which the organization is not obliged to meet. here, grievances are not based on facts. even then the employee feels aggrieved. Normally, the organization does not feel any kind of responsibility for such grievances and their redresser, because they are based not only on wrong perception of the employee but also on wrong information. however, such grievances can have far-reaching consequences on the organization because the employees are likely to develop an altogether negative attitude towards the organization which decreases their effectiveness and involvement in work.
3. Disguised:
in general organization consider the basic requi rements of their employees. Psychological needs of the employees such as need for recognition, affection, power, achievement ect., are normally unattended and ignored. For instance, an employee complaining very strongly about the working conditions in the office may in turn be seeking some recognition and appreciation from his or her colleagues in case they are unattended and ignored.
CAUSES OF GRIEVANCE HANDLING
Grievance may occur for a variety of reasons:
1. Economic:
Wage fixation, wage computation, overtime, bonus, ect. Employees feel they are getting less than what they ought to get.
2. Work Environment:
Poor working conditions, defective equipment and machinery, tools, materials, ect.
3. Supervision:
disposition of the boss towards the employee. perceived notions of favoritism, nepotism bias, ect.
4. Work group:
strained relations or incompatibility with peers. Feeling of neglect, ostracisatin and victimization.
5. Work organization:
rigid and unfair rules; too much or too less work responsibility; lack of recognition ect.
Causes of employee grievance include
➢ demands for individual wage adjustments;
➢ complaints about the incentive system;
➢ complaint about the job classifications;
➢ complaint against a particular foreman;
➢ complaint concerning disciplinary measures and procedures;
➢ objections to the general methods of supervision;
➢ loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements;
➢ promotions;
➢ disciplinary discharge or lay-off;
➢ transfer for another department or another shift;
➢ inadequacy of safety and health services/devices;
➢ non-availability of materials in time;
➢ violation of contracts relating to collective bargaining;
➢ Improper job assignment; and
➢ Undesirable or unsatisfactory conditions of work.
The apparent causes or sources of grievances may not always be the real ones. There is need for deeper analysis of the policies, procedures, practices, structures and personality dynamics in the organization to arrive at the real causes of grievance.
Grievance stem from management policies and practices, particularly when they lack consistency, uniformity, fair play and the desired level of flexibility. Grievance also may arise because of intra-personal problems of individual employees and union practices of a proper two-way flow of communication can indeed be a fertile ground for breeding grievances.
EFFECTS OF GRIEVANCE
Grievances can have several effects which are essentially adverse and counterproductive to organizational which are essentially adverse and counterproductive to organizational purposes. The adverse effects include:
➢ Loss of interest in work and consequent lack of morale and commitment
➢ poor equality of production
➢ low productivity
➢ increase in wastage and costs
➢ increase in employee turnover
➢ increase in absenteeism
➢ increase in the incidence of accidents
➢ indiscipline
➢ Unrest, ect.
Pre-requisites of a grievance procedure:
The efficiency of a grievance procedure depends upon the fulfillment of certain pre-requisites. These are as follows:
1. Conformity with prevailing legislation:
While designing the grievance procedure due consideration must be given to the existing statutory provisions. In other words, the existing grievance machinery as provided by may be made use of.
2. Clarity:
There should be clarity regarding each and every aspect of the grievance procedure. an aggrieved employee must be informed about the person to whom a representation can be made, the form of submission, the time for the redresses of grievance ect., he can take, the limits within which he should resort to an action ect.
3. Simplicity:
The grievance procedure should be simple. every employee must understand different stages of the procedure, the forms to be filled up, the witnesses required ect, if there are too many stages of the procedure, too many forms to be filled up, too much going around ect., the very purpose of the procedure is defeated. instead of resorting to the formal procedure an employee may ignore it.
4. Promptness:
The promptness with which a grievance is processed adds further to the success of the grievance procedure. since justice delayed is justice denied the procedure should aim at rapid disposal of the grievance.
5. Training:
the success of the procedure also depends upon imparting training to the supervisors and representative in handling grievances.
6. Follow-up:
the successful of the working of grievance procedure depends upon a proper follow-up by the personnel department should periodically review the procedure and introduce the essential structural changes making it more effective.
Discovery of grievance:
Knowledge about grievance is importance in handling them. Upward channels of communication provide the dependable sources for discovery of grievances. one can also come to know about grievance through gossip and grapevine or through unions. it is direct communication from the employee concerned. some of the important ways of discovering grievances are briefly outlined here.
1. Direct observation
2. Gripe Boxes
3. Open-door policy
4. Grievance interview
5. Grievance procedure
6. Other channels
1. Direct observation
A good manager must know his subordinates behave in ordinary circumstances. When significant changes in that behavior occur, it is sure to affect performance. Absenteeism, lateness, indifference, ect. are some of the forms in which discontent and dissatisfaction find expression. a careful analysis of grievance rates, accident rates, requests for transfer, indiscipline, ect., may reveal general patterns that are not easily discernible in the first instance.
2. Gripe Boxes
The gripe box is a facility to file anonymous complaints about the various causes of discontent and dissatisfaction in the organization. it is different form the suggestion scheme system that any be in vogue in a company. The limited purpose is to let the management know what the employees feel without fear of victimization.
3. Grievance interview
Despite the fluffiest of the above pre-requisites, there is some inherent impersonality procedure which makes it insensitive to imaginary and disguised grievance. Hence, they should be supplemented or sometimes replaced by a good personal approach, i.e., the grievance interview. this also facilitates the identificated of the basis_ whether factual or not. even the basis is factual the grievance interview reduces the magnitude of the problem and develops on understanding between the aggrieved and the organization.
The effectiveness of the interview depends upon the skills on the part of the interviewer. he must give a patient to the employee and the employee should feel free to ventilate his grievance. if the interviewer is competent in professional handling of the situation and well conversant with the techniques of interview he can draw the aggrieved to him and in him and in process of interview he can bring about an integration of the employee's objectives with the organizational objectives.
4. The open-door policy
How to minimize/eliminate the source of an employee's grievances?
This question is normally ignored and prevention of grievance is a neglected part of grievance management in a number of organizations. what is required is the development of 'sensitive feelers' within an organization for tapping the source of dissatisfaction. in other words, the upward channels there is a notion among superiors that a negative content generates dissatisfaction on the part of higher-ups, and gives a negative feeling about the concerned department. hence, an endeavor is made for suppressing the grievance and individuals are prevented from 'speaking out.' to overcome the barriers of upward communication some experts have suggested an 'open-door policy' which requires effort and willingness form the individual's superior. in other words, there should be a general invitation to all employees to walk-in at any time and speak over their grievances. however, this policy is workable only in small organizations. since the principle of management by exception is practiced in large organizations, the top level managements have neither time to look after the innumerable grievances of their employees nor familiarity when their work situation.
5. Other channels
Group meetings, periodical interviews with employees, collective bargaining sessions are some of the other channels through which one can have information about employee discontent and dissatisfaction before they become grievance or disputes.
Each channel referred to above serves the purpose in a different way. Using more than one channel is desirable because it may not be possible to get information about all types of dissatisfaction from one channel. For example, the type of information one can get through a grievance procedure would be perceptibly different from what one can get form a gripe box or an exit interview.
6. Grievance procedure
The model grievance procedure suggested by the national commission on labor has provided for the successive time bound steps each leading to the next in case of lack of satisfaction
At the outset an aggrieved worker a hall approach the foreman and informs his grievance orally and seek the redressal of his grievance. if it is not redressed to his satisfaction he approaches the supervisor who has to give to the complaint of the worker within 48hours. if the decision is not acceptable to the worker or if the superior does not give an answer, the worker can go to the next step. at the third stage the worker can, either in person or accompanied by his departmental representative, approach the head of the department who has to given an answer before the expiry of three days. if the worker can resort to the grievance committee which comprises of the representatives of employees. this committee shall communicate its recommendations to the manager within seven days of the grievance reaching it. if there are unanimous decisions, these shall be implemented by the management. in case, unanimous decisions have not been arrived at the views of the members of the committee shall be recorded and all the relevant records shall be placed before the managers for decision. the manager shall communicate his decision within three days. the worker has got a right to appeal against the manager's decision. these appeals shall be decided within a week. if the aggrieved desires, he can take along within him a union official for discussion with the authority. in case a decision has not been arrived at, at this stage, the union and management may refer the grievance to voluntary arbitration within a week of receipts of the management's decision by the worker.
All the above-mentioned steps may not be resorted by a worker. in case the grievance arises on account of dismissal or discharge of the worker, he can resort to the second step. in the latter stage, he can make an appeal to the dismissing authority designated the management within a week from the dare of dismissal or discharge.
Thus, there is voluntariness in so far as the implementation of the model grievance procedure is concerned. But, there is a great need for providing a statutory backing to the grievance machinery since voluntariness failed to get the desired result in a number of cases. Further, there is a need to introduce suggestion schemes which are helpful in overcoming the barriers in upward channels of communication. in the western countries suggestion schemes have helped a lot in harmonizing the relations between labors an management. in India also, suggestion schemes haves been a success in some organization due to monetary rewards, establishment of suggestion committees and dissemination of full information about the suggestions received. Hence, the importance of suggestion schemes should be recognized and measures should be initiated for the introduction of such schemes.
Grievance Management in Indian industry
At present, there ore three legislations dealing with grievance of employees working in industries. the industrial employment act, 1946, requires that every establishment employing 100 or more workers should frame standing orders. these should contain, among other things, a provision for redressal of grievances of workers against unfair treatment and wrongful exactions by the employer or his agents. the factories act, 1948 provides for the appointment of a welfare officer in every factory ordinarily employing 500 or more workers. these officers also look after complaints and grievance of workers. thaw will look after proper implementation of the existing labors legislation. besides, individual disputes relating to discharge, dismissal or retrenchment can be taken up for relief under the industrial disputes’ act, 1947 amended in 1965.
however, the existing labor legislation ins not being implemented properly by employers. there is lack of fairness on their part. welfare officers have also not been taken for protecting the interests of workers in the organized sector. in certain cases, they playing a dual role. it is unfortunate that the public sector, which should set up an example for the private sector, has not been implementing the labor laws properly.
in India, there is a model grievance procedure which was adored by the Indian labor conference in its 16th session held in 1958. at orient, Indian industries are adopting either the model grievance procedure. in other words, at present, the grievance procedures are voluntary in the Indian industry.
View of second national commission on labour, 1999 on grievance redressal.
Every establishment shall have a grievance redressal committee consisting of equal number of employees and employer's representatives.
The grievance redressal committee shall be the body to which all grievance of employees in respect of his/her employment including his/her non-employment will be referred for decision within a given framework.
Checklist to evaluate, the Grievance Procedure:
Management should evaluate the grievance procedure to know its functioning through the following checklist
Was the case handled in such a way that the parties involved in it were able to identify, and agree upon, what was at stake?
Was the incident closed with a sense of satisfaction on the part of everyone immediately involved in the original complaint?
Was the case handled in a way which strengthened the line authority, specially at the level immediately above hat at which dissatisfaction was first expressed?
Did the solutions result in a better understanding and a better adjustment between the supervisor and his subordinate?
As a result of this case, did this understanding spread among others in the management and in the trade union who were not directly involved in the original complaint?
Did the solution contribute to the operational efficiency of the organization?
******
CHAPTHER-IV
DATA ANALYSIS AND INTERPRETATIONS
Table 4.1: Response regarding “Freedom to approach management”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |54 |54 |38 |76 |92 (61) |
| | | | | | |
|No |46 |46 |12 |24 |58 (39) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Field study
[pic]
Analysis
From the above interpretation we can see that around 46% of line employees and 24% of staff employees do have the grievance with the freedom to approach management at any time in organization. The total 39% of employees do have the dissatisfaction with the freedom to approach management in the organization
Table 4.2: Response regarding “the satisfaction training”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |63 |63 |30 |60 |93 (62) |
| | | | | | |
|No |37 |37 |20 |40 |57 (38) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 37% of line employees and 40% staff employers do have the grievance with “satisfaction training” in the organization. The total 38% of respondents does have the dissatisfaction with the satisfaction training.
Table: 4.3: Response regarding “employees work environment”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Relaxed |17 |17 |9 |18 |26 (18) |
| | | | | | |
|Tense |47 |47 |14 |28 |61 (40) |
| | | | | | |
|Normal |36 |36 |27 |54 |63 (42) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 47% of line employees and 28% of staff employees do have the grievance with the employees work environment in an organization. The total 40% respondents do have the dissatisfaction with employees work environment
Table: 4.4: Response regarding ‘relation between employees and our superiors”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Good |16 |16 |11 |22 |27 (18) |
| | | | | | |
|Satisfaction |63 |63 |32 |64 |95 (40) |
| | | | | | |
|Not so good |21 |21 |7 |14 |28 (42) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 21% of line employees and 14% staff employers do have the grievance with relation between employees and our superiors in organization. The total 42% of respondents does have the dissatisfaction with relation between employees and our superiors
Table: 4.5: Response regarding “superior willing to understand sub-ordinate feelings”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |66 |66 |27 |54 |93 (62) |
| | | | | | |
|No |44 |44 |23 |46 |67 (38) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 44% of line employees and 46% staff employers do have the grievance with superior willing to understand sub-ordinate feelings in organization. The total 38% of respondents does have the dissatisfaction with superior willing to understand sub-ordinate feelings
Table: 4.6: Response regarding “any problem immediately solved to communicate”
|Responses |Line Employees |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Co-Worker |33 |33 |15 |30 |48(39) |
| | | | | | |
|Superior |57 |57 |21 |42 |68(45) |
| | | | | | |
|Manager |10 |10 |14 |28 |24(16) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 33% of line employees and 30% of staff employers do have the grievance with any problem immediately solved communicate to co-workers in organization. Total 39%of respondents does have the dissatisfaction with direct communicate to superior
Table: 4.7: Response regarding “your higher authority listens when your problem is presented”
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
| | | | | | |
|Listens patiently |69 |69 |32 |64 |101(67) |
| | | | | | |
|Does not Listen |31 |31 |18 |36 |49 (23) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 31% of line employees and 36% staff employees do have the grievance with higher authority listen when their problem is presented in organization. Total 23% of respondents do have the dissatisfaction with higher authority listens when their problem is presented
Table: 4.8: Response regarding “superior importance given to what is right rather than who is right”
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |53 |53 |33 |66 |86 (57) |
| | | | | | |
|No |47 |47 |17 |34 |64 (43) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 47% of line employees and 34% staff employers do have the grievance with superior importance given to what is right rather than who is right in organization. The total 43% respondents do have the dissatisfaction with superior importance given to what is right rather than who is right
Table: 4.9: Response regarding of feel that employee’s growth and develop in this company
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |51 |51 |33 |66 |84 (56) |
| | | | | | |
|No |49 |47 |17 |34 |66 (44) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 49% of line employees and 34% staff employers do have the grievance with growth and develop in organization. Total 44% of respondents does have the dissatisfaction with growth and develop
Table: 4.10: Response regarding “provide insurance coverage”
|Responses |Line Workers |Staffs |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |68 |68 |31 |62 |86 (57) |
| | | | | | |
|No |32 |32 |19 |38 |64 (43) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 32% of line employees and 38% staff employers do have the grievance with provide insurance coverage in organization. Total 43% of respondents does have the dissatisfaction with provide insurance coverage
Table: 4.11: Response regarding “acceptable working hours”
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |43 |43 |35 |70 |78 (52) |
| | | | | | |
|No |57 |57 |15 |30 |72 (48) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 57% of line employees and 30% staff employers do have the grievance with acceptable working hours in organization. Total 48% of respondents do have the dissatisfaction with working hours
Table: 4.12:Response regarding “safety importance”
|Responses |Line Employees |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |62 |62 |35 |70 |97 (65) |
| | | | | | |
|No |38 |38 |15 |30 |53 (35) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 38% of line employees and 30% of staff employees do have the grievance with “giving safety importance” in organization. The total 53% of respondents does have the dissatisfaction with giving safety importance
Table: 4.13: Response regarding “satisfy with transportation facilities”
|Responses |Line Workers |Staff Employees |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |36 |36 |27 |54 |63 (42) |
| | | | | | |
|No |64 |64 |23 |46 |87(58) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 64% of line employees and 46% staff employers do have the grievance with transportation facility in organization. Total 58% of respondents do have the dissatisfaction with transportation facility
Table: 4.14: Response regarding “conflict in their section”
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |60 |60 |16 |32 |76 (51) |
| | | | | | |
|No |40 |40 |34 |68 |74 (49) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 60% of line employees and 32% staff employers do have the grievance with “conflict in their section” in organization. Total 49% respondents do have the dissatisfaction with conflict in their section
Table: 4.15: Response regarding “personal problem influence their way of work”
|Responses |Line Workers |Staff |Gross |
| | | |Total |
| |Numbers |Percentage |Numbers |Percentage | |
|Yes |18 |18 |7 |14 |25 (17) |
| | | | | | |
|No |82 |82 |43 |86 |125(83) |
|Total |100 |100 |50 |100 |150 (100) |
Source: Filed study
[pic]
Analysis
From the above interpretation we can see that around 18% of line employees and 14% staff employees do have the grievance with personal problem influence their way of work in organization. Total 17% of respondents do have the dissatisfaction with their personal problem
*****
CHAPTHER-V
FINDINGS, SUGGESTIONS AND CONCLUSION
Findings:
➢ Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of company’s goals and expectation including what is expected from eachindividual
➢ Informal counseling helps to address and manage grievances in the workplace.
➢ Conflict management in the organization will be helpful to reduce the number of grievance rates.
➢ Open door policy can be used. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding.
➢ Suggestion boxes can be installed. This brings the problem or conflict of interest to light.
➢ Accident rates, Requests for transfers, Resignations, and disciplinary cases should be analyzed since they reveal the general patterns that are not
Suggestions:
➢ Friendly nature to low level employee
➢ Provide more man power
➢ Co-operation superior
➢ Provide better equipment
➢ Control air pollution and sound pollution
➢ Better relation between worker and co-worker
➢ Management communicate to all people
QUESTIONNAIRE
1. What progressive change have you experienced since you joined this company?
2. Do you feel free enough to approach management at any time?
Yes ( ) No ( )
3. Do you feel that employees are trained sufficiently?
Yes ( ) No ( )
4. How would you describe the working environment?
Relaxed ( ) Tense ( ) Normal ( )
5. How are you relation with your superiors?
Good ( ) Satisfaction ( ) Not so good ( )
6. Is your superior willing to understand your feeling?
Yes ( ) No ( )
7. In case the problem has to be immediately resolved to whom do you communicate?
Co-worker ( ) Superior ( ) Manager ( )
8. Does your higher authority listen when your problem is presented?
9. Is importance given to what is right rather than who is right?
Yes ( ) No ( )
10. Do you feel that employee’s growth and develop in this company?
Yes ( ) No ( )
11. Do you satisfied with the insurance coverage that the company provides?
Yes ( ) No ( )
12. Are the working hours acceptable?
Yes ( ) No ( )
13. Is company giving importance?
Yes ( ) No ( )
14. Are you satisfied with the transport facilities?
Yes ( ) No ( )
15. Is their any conflict in your section?
Yes ( ) No ( )
16. What are the reasons behind the conflicts?
17. Do you personal problem influence your way of work?
Yes ( ) No
BIBLIOGRAPHY
➢ Human Resource Management.
- V.S.P. Rao
➢ Human Resource Management.
- K. Aswathappa
➢ Human Resource Management, Excel publications.
- N.K. Singh
➢ HRD and Management.
- Ghosh
➢ Human Resource management, Oxford university press.
- Jyothi
➢ Essentials of Human Resource Management and Industrial Relations
- P. Subba Rao
WEB SITES:
➢ management.
➢ humanresource.
Data Provided Here Is Not Absolute…Its Only For Reference
................
................
In order to avoid copyright disputes, this page is only a partial summary.
To fulfill the demand for quickly locating and searching documents.
It is intelligent file search solution for home and business.
Related searches
- mba financial management notes
- why get an mba degree
- mba financial management final exam
- top 10 mba programs
- top 20 mba schools
- top 50 mba programs
- top mba programs in the world
- world ranking of mba schools
- mba notes pdf
- quality management mba notes pdf
- how to get into an mba program
- forbes top online mba programs