Grievance Handling

Concept of Grievance

A grievance is a sign of an employees discontent, either with the job or the organization. The gap between employee expectations and organizational rewards normally leads to a grievance. An unpleasant relationship with the supervisor can sometimes lead to a grievance. Dale S. beach defined grievance as dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice of the management. .

Causes of Grievance
Grievances can also arise out of the day-to-day working relations in an undertaking. Relations with supervisors and other colleagues also determine employee's job satisfaction. According to the National Commission on Labor, "the complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and discharge would constitute grievances." Such grievances, if not dealt with immediately and in accordance with a procedure that secures the respect of all parties, can result in a climate of industrial conflict. The different factors that can result in employee grievances are:

      

Dissatisfaction of the employee with his compensation or different components of compensation like incentives or benefits; Employee disappointment resulting from denial of a promotion or a transfer; Unpleasant relationships with supervisor/s and other colleagues; Unhealthy or harmful working conditions; Job assignments that do not match employee aptitude or skill; Lack of adequate resources to achieve objectives of the job; Denial of leave, overtime or other benefits.

For A Grievance Redressal Procedure

Let us study in detail the benefits that accrue to an organization because of its grievance redressal procedure.  In the absence of a grievance redressal system, an employee could either keep his dissatisfaction to himself or share it with his colleagues. If an employee has no means of expressing his dissatisfaction, he will get frustrated and this would affect his performance. If he chooses to share his grievances with his colleagues, it could lead to unpleasantness and an unhealthy work environment. It might even lead to industrial unrest. If the settlement of the grievance at the first (supervisor) level does not satisfy the employee, he can approach the next level. The employee is given more than one opportunity in an effective redressal procedure. Grievance procedures keep a check on arbitrary actions. As a result, supervisors usually do not indulge in biased decisions. They are apprehensive of the employees approaching higher levels of management in order to redress their grievances.
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Grievance procedures help in upward communication. Employees are free to express their discontentment, problems or frustrations to the top management. By this, the top management becomes increasingly aware of the problems of the employees. Previous knowledge and experience, captured in the grievance redressal system, helps the management when formulating major plans like plant expansion or installation of latest technology. The management can take into consideration the problems that may be encountered by the employees. A good grievance redressal system helps to maintain harmonious industrial relations as employee grievances are settled before they turn into industrial conflicts. It helps the management to win the trust and confidence of the employees. When, employees know that they have an effective channel of redressal, they are more open to recommendations for settlement.

Effective grievance redressal The following conditions are necessary for a grievance redressal procedure:
           
Enjoys the trust, confidence and respect of all the employees and the management. Identifies the root cause for employee grievance. Resolves the issue at the lowest possible level. Resolves the issue in an amicable manner. Resolves the issue without any delay. Does not result in any violation of organizational rules and policies. Provides for data and information management of employee grievances. Tracks the redressal procedure to provide the current status to the employee and the management. Helps the management to identify the core issues, which need to be avoided in future. Provides unbiased and objective redressal of employee grievances. Is a short and simple procedure that can be easily understood by all the employees. Considers the legal, social, financial and psychological aspects for an amicable settlement.

Steps in a grievance redressal procedure

There are different stages in any grievance redressal procedure. An organization can design its own grievance redressal procedure, in consensus with its union. The National Commission on Labor has suggested a 'model procedure for grievance redressal'.
1. In the initial or the first stage, the employee conveys his grievance verbally to his supervisor (or the designated officer). In case the supervisor fails to respond within the prescribed time limit of 48 hours, the employee approaches the next level in the redressal procedure. At this level, the employee fills up the grievance redressal form of the company and approaches the head of his department with it. The departmental representatives play a role in the redressal procedure, from this stage. The head of the department has 3 days to reach a settlement, failing which the grievance leaches the next level. The third level in the redressal procedure is the Grievance Committee. The committee is given 7 days to discuss the issue with the employee and reach a settlement. In case of a unanimous decision, the management has to implement it. Otherwise, the management is given 3 days to communicate its decision. In case of a failure at this stage, the grievance is taken to the fourth stage. CONTD..

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In the fourth stage of employee redressal, the employee and the departmental representatives appeal to the management to review its decision. The management has a week's time to revise its decision. In case there is no change in the decision, the issue may be referred to the union. The union discusses the issue and tries to reach a settlement between the grievant employee and the management. In case of the unions failure to do so, the grievance reaches the last stage of the grievance procedure. In sixth and the last stage, a settlement is reached through voluntary arbitration by a third part, normally a Conciliation Officer from the state labour department. This process should be completed within 7 days.

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Grievance Redressal Procedure in Unionized Organizations

The grievance redressal procedure in a unionized organization is quite different from that in a non-unionized organization. The union plays an active role in settling employee grievances. The following are the different steps in the redressal procedure in a unionized organization:

The employee with a grievance first approaches his supervisor/manager and conveys his problem, verbally. This grievance may also be expressed in a conference or 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 note 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, a superintendent or an industrial relations officer who checks the grievance and gives his verdict.
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If the decision at this level is also not acceptable to the employee, then the grievance is referred to the grievance committee, which consists of employee representative and the management. The committee can ask the employee to accept the proposed settlement of the employer. In some cases however, based on the severity of the issue the committee might ask the employee to submit the grievance for arbitration. The final step is when the grievance is referred to the arbitrator. The arbitrator should be acceptable to both the management and the employee. Both the parties can agree before hand that the decision of the arbitrator is final and that they would abide by that.

Legislative aspects of the grievance redressal procedure in India

   

Conformity with existing legislation Simple and expeditious machinery Employee knowledge of grievance procedure Constitution of Grievance Committee

Conflict Resolution

      

Avoidance Accommodating Win/Lose Arbitration Mediation Compromising Problem Solving