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Grievance Handling

Grievance Handling

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Categories:Types, Business/Law
Published by: prasuagrawal6588 on Aug 15, 2010
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05/23/2013

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CONCEPT of GRIEVANCE

DISSATISFACTION ? COMPLAINT? GRIEVANCE?

Dissatisfaction is any state or feeling of disturbance When it is orally made known by one employee to another is known as a complaint A complaint becomes a grievance when this dissatisfaction, which is related to employment, is brought to the notice of the management either orally or in writing A grievance concerns more than one employee on any matter related to employment whether real or imagined.

CAUSES/SOURCES OF GRIEVANCE 
Concerning Wages Concerning Supervision Concerning Individual Advancement General Working Conditions Collective Bargaining

NEED FOR GRIEVANCE REDRESSAL PROCEDURE
All policies, programs and procedures or framework for settlement of problems and disputes constitute the grievance redressal procedure. It is an important part of labour relations where employees can voice their complaints and expect that it be resolved in a fair and honest manner and is a check on arbitrary action of management at the implementation level. A well designed and proper grievance procedure provides  a channel or avenue by which any aggrieved employee may present his grievance A procedure which ensures systematic handling of a grievance A means of ensuring that there is some measure of promptness in the handling of the grievance

STEPS IN GRIEVANCE REDRESSAL PROCEDURE
Grievance procedure may be an open door type (for small organizations) or step ladder type(for medium and large organizations). Grievance procedure is preliminary to an arbitration process formulated by management and union. A model grievance redressal procedure has the following stages: 1. In first stage employee conveys his grievance to supervisor. If a satisfactory solution not given within 48 hours then employee approaches the next level. 2. In second stage employee fills up the grievance redressal form of company and approaches HOD who has to give a decision within 3 days failing which grievance reaches the next level. 3. In the third stage, grievance reaches the grievance committee which needs to reach a settlement with employee within 7 days. If it is a unanimous decision management has to implement it. Otherwise management gets 3 more days to communicate its decision 4. If decision is not satisfactory, employee and departmental representatives appeal to management to review its decision in a week s time. If there is no redressal matter taken to the union. 5. Union tries to bring about a settlement between employee and management. 6. In case of failure a settlement is reached by voluntary arbitration by a third party, normally a conciliation officer of state labour department within 7 days.

GRIEVANCE REDRESSAL PROCEDURE IN UNIONIZED ORGANIZATIONS
Employee with the grievance approaches his manager/supervisor and coveys problem verbally in a conference or a discussion specifically arranged for this purpose and the grievance can be settled by the supervisor If the employee is not satisfied with settlement the grievance can be forwarded by supervisor to the HOD or IR Head with a note on the grievance. If decision at the above level is not acceptable to employee then grievance is referred to Grievance Committee which consists of members representing management and union may suggest a solution that the employee accept the settlement of the employer or take it for arbitration. In the final stage the grievance is referred to the arbitrator. Both parties must agree beforehand that the decision of the arbitrator is final and binding.

LEGISLATIVE ASPECTS OF GRIEVANCE REDRESSAL IN INDIA
The Industrial Employment Standing Orders Act, 1946 provides for a system of settlement of grievances in establishments to which it is applicable. Many industries have a detailed grievance redressal procedure worked out by mutual agreement between management and union. Even non-unorganizations have a formal grievance redressal procedure A model grievance redressal procedure contains successive timebound steps each leading to the next in the event of the nonacceptance of the previous decision.

CONFLICT RESOLUTION 
AVOIDANCE ACCOMMODATING/SMOOTHING WIN-LOSE/CONFRONTING COMPROMISING PROBLEM SOLVING/COLLABORATING MEDIATION CONCILIATION ARBITRATION

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