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Acknowledgement TOC EXECUTIVE Summary I.

Introduction

"We have become not a melting pot but a beautiful mosaic. Different people, different beliefs, different yearnings, different hopes, different dreams." Jimmy Carter In today’s corporate world the workforce like before is not homogenous and same but it has diversified; and old concept to treat employee like slave and unequal has gone too. Today’s globalized and competitive world compels every organization of corporate or public sector to have a much diversified workforce and every race and gender are treated to be equal and same. In today’s competitive world most of organizations have vast workforce diversity and equality among everyone i.e. there is no discrimination or biasness on race, gender, color, religion and age among workforce. Diversity is a phenomena practiced globally. It is an uncontrollable factor which is healthy for every relationship be it a family related personal or corporate level relationship. The diversity and equality have impacted the organization with both advantages as well as disadvantages. In our study we are focusing on the impact of workforce diversity and employee grievance. We will analyze in detail that what diversity and grievances occurred and which factors bring them in. Do these factors impact organization positively or negatively? Yes it is healthy and aid organization growth and productivity but on the contrary it does bring grievances which are automatic. Diversity creates issues such grievances unintentionally a negative aspect along with several positives of diversity. This grievance can be due to various causes. Most progressive organizations have a grievance redressal procedure for handling employee grievances within the broader context of employee engagement to address employees’ concerns, so as to prevent them culminating into disputes. Grievance procedures do help in identifying areas for improvements, so as to improve employee morale and satisfaction.

ii. However. and placing positive value on diversity in the community and in the workforce. Moreover the with increase in growing business trend of going global is also increasing by leaps and bounds. As well as the Similarities between people to ease the process of the task they are assigned. Significance of diversity It is important for every business from manufacturing to the service sector. there could also be grievances relating to disciplinary actions taken.   Types of Diversity Gender Diversity Age Diversity .in the Globalization of business it is routine task of doing business with people from around world.e. II. The service economy where the Interactions between people are key and the Customer base is more diverse. it is about recognizing individual as well as group differences. (i) appointment of ombudsman (ii) having a grievance redressal process with only management personnel in it (iii) having a grievance redressal committee with participation from both management and union. The changing labor market and incidents like Company mergers and buy-outs incorporate working with a range of different individuals.so it is apparent that diversity is everywhere. There are three broad approaches by which organizations tackle grievances i. The organization needs to lay down the internal procedure of appeal by the aggrieved employee on decisions involving disciplinary action. Most grievances of employees are on issues relating to their workplace and / or on the behaviour of their co-employees and this need to be addressed. Every workplace’s most important asset is their Human resource. When it is used as a contrast or addition to equality. i.Organizations need to recognize that employees may wish to seek redressal of grievances relating to their employment. Diversity It literally means difference. treating people as individuals.

typically viewed as equal treatment Equal Employment Opportunity Now employers must embrace new diversity Essentially focus on “differences” Challenges of Diversity  Synergy challenge More and more group-based work Diversity can create positive and negative conflict Can facilitate creative problem-solving Can close down communication Can derail group processes Group leaders must minimize destructive conflict and maximize diversity of input .      Cultural Diversity Sexual Orientation Family Situations Physical and Psychological Disabilities Political Views Personal Idiosyncrasies Challenges of Diversity  Availability Challenge In past employers could control diversity More people than jobs  Qualified employees have become scarce Employers must become more flexible Realize “Different does not mean deficient”  Fairness challenge In past.

it defines as any discontent or sense of injustice. a procedure is needed for firing them as a last resort  Grievance  is a complaint about an organizational policy.  its goal is to help employees perform better.unionized firms . it refers to any question by either the employer or the union regarding the interpretation of the collective bargaining agreement or company personnel policy or any claim by either party that the other party is in violation of any provision of the CBA or company personnel policy  Grievance  in non.  Discipline procedure  provide a systematic process for handling problem employees. whether it is valid or not ( Paul Salipante and Rene Brownen)  Grievance  in unionized firms .A of the Labor Code is a dispute or controversy between the employer and the collective bargaining agent arising from the interpretation or implementation of their CBA and/ or those arising . Grievance Procedures  provides a systematic process for hearing and evaluating the complaints of employees  Grievance Procedures  protects the right of employees and eliminate the need for strikes every time a disagreement occurs about the labor contract. but if they fail to respond. even criticisms that are never expressed by employees  Grievance  referred to in Title VII. procedure or managerial practices or discomfort.

 Causes of Grievances 3. Grievances inspired by the Union leaders  Some union stewards are oriented towards submitting grievances. some stewards will file the grievance in the name of the union. Differing application and interpretation of the Collective Bargaining Agreement  Grievance frequently arise due to unclear contractual language that creates differing interpretation. application and administration of its provision . or actions. Perceived unfair treatment of the employee by the supervisor or ineffective or inadequate supervisor or ineffective or inadequate supervision  Grievances usually arise when supervisors behave dictatorially. Violation by management of the labor of agreement or violation of the law  Causes of Grievances 4.from the interpretation or enforcement of company personnel policies.making in the management hierarchy and usually terminating at the highest official of the company  Causes of Grievances 1. when they give inadequate or unclear instructions.  Causes of Grievances 5. for the adjustment and resolution of which the parties have agreed to establish a machinery or a series of steps commencing from the lowest level of decision. or when they fail to keep employee informed. when they are unfair or inconsistent in disciplinary actions. Lack of clear. when they refuse to listen to employees’ complaints.  Causes of Grievances 2.-cut company labor policy . Even when he offended employees decides not to file the grievance .  Some union representatives solicit grievances because they want to retain their position in the union.

The employee who has a grievance or claim shall submit this to his immediate supervisor. Submitting the grievance to arbitration. or with regards to the rights of employees. file or present grievance.  Grievance Procedures in Unionized Firms as Provided in their CBA 3. Labor Code of the Philippines . selected or designated by the majority of the employees being their exclusive bargaining representative. This may cause confusion or misunderstanding on the part of the employees especially when there is no union to protect their interest or no effective employer.  To reduce the grievances that are appealed. Submitting the grievance to the employee’s union representative.employee channels of communication exist. especially in cases where the employer may wish to use the grievance machinery to resolve a question over a vague or indefinite provision of a CBA  Grievance Procedures in Unionized Firms as Provided in their CBA 1. Appealing the grievance to the top management representative with the top union officials.  Who Can File a Grievance  Thirdly. employees initiate a grievance. either with regard to their rights as unions under.  Who Can File a Grievance  Generally. 4. supervisors are encouraged to follow these recommendations: .Article 225 states that an individual employee or group of employees shall have the right or present grievances to their employer  Who Can File a Grievance  The union. whether collective or individual. it would be prudent to include in the CBA granting the employer such right. generally recognized as having the right to initiate. 2. while employers do not as general rule initiate a grievance.

 Voluntary arbitration  represents the final stage in the dispute resolution process  Scope of Voluntary Arbitration 1. 2. Examining the employee’s record. Carefully examine all the evidence before making a decision. Receive and treat all complaints seriously and give the employee a full hearing. This can be done by checking very angle of the complaint. 2. Follow. Unresolved Grievances arising from CBA . .1. Avoid lengthy delays. Unresolved grievances arising from personnel policy enforcement and interpretation including disciplinary cases. checking the provision of the existing CBA. They should be ready to listen first before they start debating with the employees.judicial process in which the parties agree to submit an unresolved dispute to a neutral third party for binding settlement.  Responsibility of the Union Steward and Foreman in Handling Grievances  Union stewards and foreman must see to it that grievances are presented only when there is real basis for complaint or there is a need for a decision. should be trained in the human relation aspect of their jobs. If the stewards are convinced that the worker does not have a real case.up to make sure the plan of action is properly carried out by means of correcting conditions which could result in a similar grievance happening again. it is better to tell him right away.  3.  Responsibility of the Union Steward and Foreman in Handling Grievances  The foreman or supervisor on the other hand .Get the fact by handling each case as though it may eventually result in arbitration. the company policy.  Arbitration  is a quasi. 4.

etc. Under Article 262 of the Labor Code. grievance.  Authority of an Arbitrator 3.  Scope of Voluntary Arbitration 5.  Authority of an Arbitrator 1. All unresolved wage distortion cases as a result of the application of the wage orders issued by any Regional Tripartite Wages and Productivity Board in establishments where there is collective bargaining agreement or recognized labor union. Incidental authority to perform all acts necessary to an adequate discharge of his duties and responsibilities like setting and conducting of hearing.  Voluntary Arbitrator  defined as any person accredited by the National Conciliation and Mediation Board. Scope of Voluntary Arbitration 3. all other labor disputes including unfair labor practices and bargaining deadlocks may also be submitted to voluntary arbitration upon agreement of the parties  Scope of Voluntary Arbitration 4. or other matters arising from the interpretation and implementation of a productivity incentives program which remains unresolved within 20 calendar days from the time of the submission to labor management committees. attendance of witnesses and proof documents and other evidences. fact finding and other modes of discovery. or anyone named or designated in the CBA by the parties. Special power in aid of his general contractual authority like the authority to determine arbitration of any particular dispute and to modify any provision of . General Authority to investigate and hear the case upon notice of the parties and to render a decision based on the contract and record of the case.  Authority of an Arbitrator 2. All unresolved disputes. to act as their voluntary arbitrator. reopening of hearing.

5. The problem or case may be taken to arbitration for final decision if no satisfactory solution has been reached by the above procedures. Working out a fair and just settlement. and hold managers accountable. Determining the contract provisions involved. Identification of the issue or issues involved 2. Developing its factual basis or background.  Grievance Procedures in Non. the employee can elevate the complaint to the next higher level to resolve the grievance.the existing agreement upon which a proposed change is submitted to arbitration. Presentation of employee problem/s to the foreman or supervisor who is expected to settle the problem within the specified period. Evaluating the merits of the grievance in the light of the factual background and applicable rules.  Processing the Grievance 1.unionized Firms 1. Strategies for Managing Diversity Articulate a clear diversity mission. . Set up diversity councils to monitor the company’s goals and progress toward them. 4. set objectives. Spread a wide net in recruitment to find the most diverse possible pool of qualified candidates. Identify promising women and minorities and provide them with mentors and other kinds of support. 3.unionized Firms 2. If not satisfied.  Grievance Procedures in Non.unionized Firms 3.  Grievance Procedures in Non.

Programs for Managing Diversity: Diversity Training Providing managers with training How to recruit/hire diverse employees How to orient/integrate new employees Providing all employees with training Realizing the differences that exist Learning how differences affect working environment How to maximize productivity without ignoring employee differences .