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from satisfactory to them. - dissatisfaction must be detected promptly and corrections shld be made whenever possible. - if unheeded or if the conditions causing them are not corrected, IRRITATION is likely to grow and lead to unsatisfactory attitudes and reduced efficiency on the part of employee other than the individual concerned. - supervisor must be ALERT to signs of employee dissatisfaction and endeavor to uncover the underlying causes behind it. The troubled employee: Affect buss performance and cold give rise to short-range problems and long-range conditions. Not easy to be both humane and a good supervisor when one is dealing with an employee whose spouse is afflicted with incurable sickness or suffering from terminal illness. Death, drug addiction, compulsive gambling, mental breakdown.
Symptoms of a troubled employee Most common signs are sullenness, moodiness, worrying, lack of cooperation or indifference, insubordination, decrease in the quantity and quality of work and frequent absences from the job.
Complaint – is any expression of discontent on the part of the employee; Grievance – according to union usage of the term, refers to the improper treatment in terms of the labor agreement and typically involves such matter as wages, job classification, layoffs, promotions, transfers and loss of seniority. Refers to any employee dissatisfaction that is expressed or kept by them. Any question by either the employee or the union regarding the interpretation or application of the CBA or company personnel policies or any claim by either party that the other party is in violation of the provision of the CBA or company personnel policies
1. Individual grievance – is one that requires adjustment of the worker or the conditions of his employment for one or a few employees. = can be handled between employee and his superior.
legitimate or otherwise. He shld look at whatever gripes are brought to his attention with a welcoming attitude and not close the door to his employees who have complaints. Otherwise. Supervisor shld refrain from doing all the talking. In simple terms. the supervisor shld be conversant with the W’S. why) 2 . Get the employee’s ideas. A policy that is unfair must be relayed to mgt. 2. Nothing so demoralizes an employee than when he is denied credit due him. d. Credit must be given to whom it is due. c. when. Preventing grievances An ounce of prevention is worth a pound of cure a. Corollary to the above. f. (what. Fact gathering is essential to getting a good picture of employee grievance. Let each employee know how he is getting along. Inform employees of any planned changes. This will help to bridge the gap that wld otherwise ensue if workers are not informed of any changes that vitally affect them and their interests. Good and effective communication cannot travel on a one way traffic. they shld not only be approachable but moreover always available to his workers. This shld not e kept away fr the knowledge of mgt. whatever is bugging his mind will not be known by mgt.2. Since man is the greatest resource of any org. e. a reason why employees shld be encouraged to share them. It involves a relatively large number of employees who are located in diff units or components of the org. Gather facts correctly. 3. where. This will enable him to have a concrete picture of his performance on the job. = handled by group conferences. Supervisor shld not have an ivory-tower mentality. Mgt people cannot have a monopoly of good ideas. failure to make use of his talent and ability is sheer waste in productivity. He can thereby improve his performance if he is falling behind. 4. Suggestions that cld be of value/help: 1. the supervisor must also have an open mind. Group grievance – involves general rather than individual or purely local interests. b. mgt will not be able to correct it or shelve it permanently. Make the best possible use of each person’s ability. Rather. Unless the employee is given and encouraged to talk freely. about the complaint.
the history of pre-contract negotiations and the past practice of the parties in applying the disputed provision will be imprt. Lack of info breeds discontent and resentment. In contract interpretation cases. Never take the gripes lightly or for granted. the most imprt evidence comes in the form of testimony of witnesses that will establish the facts that led to the disciplinary action. Presentation of a grievance Ordinarily brought by the aggrieved employee. 6. 1.” Common type of evidence Vary according to the question involved. in the shoes of the aggrieved employee. If the issue is penalty determination. Arbitrator – authority who hears the case. 3. 2.16. 7. It is not difficult to visualize a particular situation when the supervisor puts himself. ability to pay and the like. In dispute over the settling of general wage rates – the most imprt evidence is documented statistical and economic data on such matters as prevailing practice.2011 3 . Such an uncalled for attitude and action on the part of mgt is both humiliating and insulting. Recognized by Article 255 of the Labor Code. Gripes are no different from rumors – they keep on growing and keep multiplying in uncertainty. Keep communications moving. “an individual employee or group of employees shall have the right at anytime to present grievances to their employer.5. (not traitor) --end— 02. One easy way to damage the relationship between employees and mgt is to take employee gripes for granted. the past record of performance of employee and evidence of past disciplinary action will be material. usually with the union representative called the shop steward or grievance officer. to the foremen either orally or in writing. at least mentally. Put yourself in the shoes of the complaining employee. cost of living. In discharge or discipline cases.