22-1

EMPLOYEE GRIEVANCES

he is said to have a grievance. grievances have certain common features. . The dissatisfaction arises out of employment and not due to personal or family problems The reasons could be real or imaginary or disguised. The discontent may be voiced or unvoiced.22-2 INTRODUCTION When an employee feels that something is unfair in the organisation. To be precise. Features of the term ³grievance´     Perceived non fulfillment of one's expectations leading to dissatisfaction with any aspect of the organisation.

CAUSES OF GRIEVANCES     MANAGEMENT PRACTICES UNION PRACTICES INDIVIDUAL PERSONAL TRAITS CULTURE (ANTAGONISTIC ENVIRONMENT) .

they may adversely affect the workers.22-3 EMPLOYEE GRIEVANCES Causes  Economic  Work environment  Supervision  Work group  Miscellaneous Effects If grievances are not identified and redressed properly. managers and the organisation.  Production  Employees  Managers .

. ARISE OUT OF CONDIITONS OF WAGES . WORK ASSIGNMENTS. LEGITIMATE .UNTRUE OR COMPLETELY FALSE OR RIDICULOUS .CHARACTERISTICS OF GRIEVANCE:      VOICED OR EXPRESSLY STATED BY AN EMPLOYEE MAY BE ORAL OR WRITTEN. FEELING OF AN INJUSTICE HAS BEEN DONE TO PERSON. VALID .

HOW TO UNCOVER GRIEVANCES       OBSERVATION GRIEVANCE HANDLING PROCEDURE OPEN DOOR POLICY EXIT INTERVIES OPINION SURVEYS STEP LADDER PROCEDURE .

. TIME BOUND SETTLED AT LOWER LEVEL OF GRIEVANCE PROCEDURE. SIMPLE. PROVIDE REFERENCES OF DIFFERENT GRIEVANCES .PRINCIPLES OF GRIEVANCE HANDLING SYSTEM     WELL DEFINED. CONFORMITY WITH EXISTING LEGISLATIONS.

Workers get a wonderful opportunity to ventilate their feelings. A fair redressal mechanism would boost the morale of all employees greatly. Having a formal grievance procedure has its own advantages. Management can go back to the roots of a problem quickly. . too. Supervisors. have to fall in line and listen to workers¶ complaints more seriously.22-4 Grievance Procedure It is a formal channel of communication used to resolve grievances.

depends on the various ways adopted to uncover the problem: How to uncover grievances?      Observation A formal grievance procedure Open door policy Exit interviews Opinion surveys . to a large extent.22-5 The discovery of grievances The success of a grievance procedure.

DEFINE . HOW AND WHERE IT TOOKPLACE AND THE CIRCUMSTANCES DEVELOP LIST OF ALTERNATIVE SOLUTIONS GATHER RELEVANT INFORMATION FOR CHECKING TENTATIVE SOLUTIONS .GRIEVANCE HANDLING SYSTEM 1. . EXPRESS AND DESCRIBE NATURE OF GRIEVANCE AT HEART OF EMPLOYEE¶S COMPLAINT . 5. 4. 3. UNBIASED DECISIONS FOLLOW UP OF THE CASE TO ENSURE HANDLING OF GRIEVANCES SATISFACTORILY. GATHER RELEVANT FACTS ABOUT ISSUE . 2. 6.

IMPROPER JOBASSIGNMENTS UNSATISFACTORY WORK CONDITIONS FREQUENT TRANSFERS .GRIEVANCES IN INDUSTRY MANAGEMENT    LABOURS    INDISCIPLINE AMONG WORKERS GO SLOW TACTICS BY THE WORKERS NON FULLFILLMENT OF TERMS OF CONTRACT SIGNED BETWEEN MANAGEMENT AND WORKERS OR TRADE UNIONS. FAILURE OF TRADE UNIONS WITH TERMS OF CONTRACT. IRRESPONSIBLE CHARGES BY TRADE UNIONS AGAINST MANAGEMENT INSOLVENCY IN TRADE UNIONS          WAGE ADJUSTMENTS COMPLAINTS OF INCENTIVE SYSTEM JOB CLASSIFICATIONS DISCIPLINARY PROVISIONS PROMOTIONS NON-AVAILABILITY OF MATERIALS IN TIME .

22-6 Essentials of a formal grievance procedure A sound grievance procedure must have the following characteristics Prerequisites of a grievance procedure       Conformity with statutory provisions No ambiguity Simplicity Promptness Training Follow up .

22-7 Steps in the grievance procedure       Identify grievances Define correctly Collect data Analyse and solve Prompt redressal Implement and follow up .

Model grievance procedure Pro cedu re A p pe al a ga in st w ith in a w e ek M an ag er G rie va nce C o m m ittee HOD S u p e rv iso r F orem an W o rk er 3 d ays 7 d ays u na nim o us 3 d ays 48 h ou rs Tim e Fram e . in case employees have any reason to complain against any issue affecting their organisational lives.22-8 Model Grievance Procedure The model grievance procedure suggested by the National Commission on Labour involves six successive time-bound steps each leading to the next.

.22-9 Grievance Procedure Guidelines for handling grievances          Treat each case as important and get the grievance in writing Talk to the employee directly Discuss in a private place Handle each case within a time frame Examine company provisions in each case Get all relevant facts Control your emotions Maintain proper records Be proactive. if possible.

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