“GRIEVANCE HANDLING AT

SOLITAIRE INFOSYS”
AT
Solitaire Infosys Pvt.Ltd.
PATIALA
TO BY
Prof. SUPANPREET SINGH
SUNPREET SINGH
ASSISTANT PROF
BBA 5th SEMESTER
ROLL NO-13830
 INTRODUCTION TO COMPANY
• "Solitaire" as the name suggests that being supreme in
diamonds. The Name was given to the company with a
vision in which the company is beholding the fabric
leading . IT professionals striving to achieve a
farfetched dream, Solitaire Infosys is now a thriving
family of over 150 employees currently competing
neck-to-neck in the world of technology. Solitaire
Infosys Inc. is a leading ISO 9001:2008 certified
company delivering cutting-edge and seamless
solutions to organizations in India and all around the
world in major global locations including North
America, Europe, Canada and across United Kingdom.
 Functional Areas
• Complete it solution provider
• UX& UI design
• Mobile application
• Support and Maintenance
• Web Development
• Digital marketing
• CRM Application Development
 Grievance:

• Grievance is an important matter for well

leading companies, and it’s an process of
responsibly of higher posted staffs or
managing Director to provide satisfactory
motivation to the best staff and avoid
injustice. So to identifying grievance we can
define in various grounds. It can be said that it
is judging or scoring.
 Objectives of the Study

• To identify the employees perception towards the

grievance handling system in coffee Day.
• To analyze and study the existing grievance
handling procedure.
• To analyze the employee’s opinion towards their
prevailing grievance handling system of the
company
• To analyze the effectiveness of the grievance
handling system and to suggest suitable
measures for its improvement
 FINDINGS
• It is found that majority 20 percentages of the
respondents are in the age above 25.
• It is found that majority 56 percentages of the
respondents are male.
• It is found that majority 56 percentages of the
respondents are unmarried.
• It is found that more than half 70 percentages
of the respondents are graduated.
• Fixation is not up to the mark.
 FINDINGS Cont.….
• It is found that as high as 28 percentages of the
respondents agree that the allowances are not worth to
their working hours.
• It is found that most 30 percentages of the respondents
agree that the supervisor follows favoritism.
• It is found that majority 66 percentages of the
respondents disagree that their grievance in continuing
their service
• It is found that majority 40 percentages of the
respondents stated that the company conducted
disciplinary rules.
• Majority 36 percentages of the respondents agree that
their company appropriately.
 Suggestions
• Due to the lack of grievance redressal procedure, the
employees should be given an opportunity to express
their dissatisfaction. During the times of settlement.
• To follow an effective settlement the company needs to
keep a check on arbitrary actions during grievance
procedures.
• It is suggested that a good grievance redressal may
bring harmonious industrial relations as employee
grievances are settled before they turn into industrial
conflict.
 Conclusion
• The employee with a grievance first approaches his
supervisor/manager and conveys his problems,
verbally. This grievance may also be expressed in a
conference of a discussion specifically arranged for this
purpose. The grievance can be settled at this stage if
the supervisor has the requisite people management
and problem solving skills. If the employee is not
satisfied with the settlement, the supervisor forwards
this grievance to a higher-level manager or
departmental head with a not mentioning the
grievance of the employee and the failure in the
first stage of redressal. The manager solving the
grievance at this level may be a business manager
or superintendent or an industrial relations officer
who checks the grievance and gives his verdict.
 BIBLIOGRAPHY
• Biswanath Ghosh, “Human resources development and
management”, publishing house Pvt. Ltd., 2000, Pp 284-294.
• European Trade Union Institute (1989) Collective Bargaining in
Western Europe
• Garry Dessler, “Human Resource Management” Prentice hall of
India, 7th edition, reprint 1997, Pp 543.
• Indrasen “Some correlation and perception of organizational
climate managerial psychology” Pp 35-45.
• Kothari C R, “Research Methodology Methods and Techniques” 2nd
edition Vishwa Prakashan Pp 227-299.
• Ozaki (1987), 'Labour Relations in the Public Service,' IL Review,
July – Aug.
• Prasad I M “Organizational Behaviour” Sultan Chand & Sons
Reprient 1998, Pp 229- 350.
• Schregle J (1991) 'Workers Participation in Decisions Within
Undertaking' IL Review Jan – Feb.
• VSP Rao, “Human resource management”2nd edition 2005, Pp 491-
506.
THANKS