COLLECTIVE BARGAINING

&
GRIEVANCE REDRESSAL
PROCESS

JAYA PRAKASH
&
TEAM
TODAY'S 1 Introduction to collective bargaining

TOPICS 2 Steps and Collective Bargaining laws

3 Grievence Redressal (Def,Types,Pros&Cons)

Types of Grievance Redressal , Process

4 and conclusion
 Jaya Prakash
INTRODUCTION ON COLLECTIVE
BARGAINING
STAGES: Jaya Prakash
THE STAGES : Jaya Prakash
EXPLN...
1.Identifying the issues and preparing the demands: This may include a list of
grievances, such as abusive management practices or low salaries.

2. Negotiating: The union will hire a team of professional negotiators to reach an

agreement with the employer. The employer will also hire negotiators, and the two
teams will continue to meet until they find a satisfactory agreement.

3.Coming to a tentative agreement: Once an agreement is reached, both teams of negotiators will
submit the agreement to their constituents. At this time, any last-minute issues will be raised as the
details are hammered out.

4.Accepting and ratifying the agreement: The agreement will be submitted to union members,
who will have the opportunity to vote for or against the new contract.

5.Administering the agreement: After an agreement is finalized, workers and shop stewards will
continue monitoring to ensure that the company is abiding by its obligations
Archita
 Archita
MODELS OF COLLECTIVE BARGAINING
1. Negotiation: In this process, two conflicting parties or their
representatives discuss among themselves, without the involvement of
a third party, to settle themselves. However, most involved parties hire
seasoned lawyers themselves to settle such matters.

2. Mediation: In this process, a neutral third party acts as the mediator

between the conflicting parties to settle. The mediator aids
communication between the two parties and ensures that it occurs
fairly, honestly, and impartial. They help identify and clarify the
underlying issues of the dispute.

3. Arbitration: In this process, the third party, known as the arbitrator,

decides on the settlement. The arbitrator listens to the arguments of the
conflicting parties and then makes an informed decision, similar to what
a Judge does in the court
COLLECTIVE BARGAINING LAWS Archita

Most industrialized countries have laws that protect the right to engage in collective bargaining and form
unions, although there may be restrictions on certain industries. In the United States, the National Labor
Relations Act (NLRA) protects the right of most workers to engage in collective bargaining activities.

This includes the right to form and join unions, the right to discuss pay and other grievances, and the right to
strike. It also prohibits any employee from being fired for protected activity. However, certain categories of
workers are specifically excluded from the NLRA; these include federal, state, and local government
employees and agricultural laborers.

The National Labor Relations Board (NLRB) is the government body that regulates labor practices and
collective bargaining under the NLRA. It is also responsible for supervising union elections and ensuring that
workers are not pressured to vote one way or the other.

Many states also have laws regarding collective bargaining. In the 2022 midterm elections, Illinois voters
approved an amendment that would enshrine collective bargaining rights in their state’s constitution.10
Moving in the opposite direction, Tennessee voters approved a referendum that would add a right-to-work
law provision to their state constitution, restricting the power of unions
John Kennedy
TYPES: John Kennedy
Composite Bargaining: Composite bargaining has nothing to do with compensation. Instead, it
focuses on other issues, such as working conditions, job security, and other corporate policies.
These may include hiring and firing practices as well as workplace discipline. The goal of
composite bargaining is to come up with a suitable agreement leading to a lasting and
harmonious relationship between employers and their employees.

Concessionary Bargaining: As its name implies, concessionary bargaining focuses on union

leaders making concessions in exchange for job security. This is common during an economic
downturn or a recession. Union leaders may agree to give up certain benefits to guarantee the
survival of the employee pool and, ultimately, of the business.

Distributive Bargaining: This process is characterized as benefiting one party financially at the
expense of the other. This can come through increased bonuses, salaries, or any other financial
benefits. Distributive bargaining normally favors workers over employers. Unions must have a
higher degree of power for distributive bargaining to work. Higher membership means more
power. If an employer refuses to accept a union’s demands, it can call a strike
 John Kennedy
TYPES:

Integrative Bargaining: Each party tries to benefit through integrative bargaining, which is
why it’s often referred to as a form of win-win bargaining. Each side tries to consider the
other’s position and bring issues to the table that aim to benefit both parties. As such,
employees and employers both stand to lose and gain with integrative bargaining.

Productivity Bargaining: This type of bargaining revolves around compensation and the
productivity of employees. Labor union leaders often use higher salaries and compensation as
a way to boost employee productivity, which leads to higher profits and value for the
employer. For this kind of bargaining to work, both parties need to agree to financial terms in
order to increase productivity.
 John Kennedy

Pros

Employees have a larger voice.

Improves workplace conditions and protects employees
Establishes rights and responsibilities of employers and employees

Cons

Lengthy process
Comes at a high cost
Employers may be forced to negotiate and accept unfavorable terms.
GRIEVANCE
REDRESSAL
keerthana
Keerthana
1. Document the issue/complaint: The employee should make an initial effort to resolve the
grievance with their immediate supervisor. The first step is to write a letter to the grievance
redressal committee/concerned department head/supervisor containing all relevant details
of the issue. The supervisor’s decision is final unless it is unreasonable, arbitrary, or
irrational.
2. Problem identification: A supervisor should identify the problem and assess the situation.
3. Collecting the information: When the problem has been identified, the supervisor should
collect all relevant information about the grievance before developing a plan of action.
4. Analyze: To find the root of the problem, the supervisor must study various aspects such as
the employee’s history, frequency of occurrences and management practices.
5. Decision making & Implementation: The management work out several alternative courses
of action, and the consequences of each course on the employee and the administration are
evaluated. A final decision is reached based on which course of action will benefit all parties
concerned and is implemented.
6. Take action: If a grievance refers to a higher authority under this procedure and the outcome
does not meet their expectations, both parties can agree to appoint an arbitrator.

Keerthana
Keerthana
EXPLANATION

INDIVIDUAL GRIEVANCES: When an employee feels aggrieved as a result of an occurrence or matter affecting
his or her terms and conditions of employment, the employee is entitled to present an individual grievance to
his or her immediate supervisor or the person identified as the first level response to a grievance within the
organization

GROUP GRIEVANCES : Indicator focuses on divisions and schisms between different groups in society –
particularly divisions based on social or political characteristics – and their role in access to services or
resources, and inclusion in the political process.

POLICY GRIEVANCES: Policy Grievances is a dispute between the parties which, due to its nature, is
not properly the subject of an individual or group grievance.

Keerthana
GRIEVANCES REDRESSAL
PROCEDURE

Thanuja
 Thanuja
EXPLANATION OF PROCEDURE
An aggrieved employee shall first present his grievance verbally in person to the officer designated by
the Management for this purpose. An answer shall be given to him within 48 hours of the presentation of
the complaint.

If the worker is not satisfied with the decision of this officer or fails to receive an answer within the
stipulated period, he shall in person or by his departmental representative, if required, present his
grievance to the head of the department designated by the management for this purpose. And he will get
the answer within 3 days of the presentation of his grievance.

If the decision of the departmental head is unsatisfactory, the aggrieved worker may request the
forwarding of his grievance to the Grievance Committee, which shall make its recommendations to the
management within 7 days of the worker’s request. The final decision of the management shall be
communicated to the worker within the stipulated period (3 days) by the Personnel Officer.

A revision of his grievance can be done if the decision is not satisfactory. The management shall
communicate its decision within a week.

If no agreement is possible the union and the Management may refer the grievance to voluntary
arbitration within a week from the date of receipt by the worker of the management’s decision.
CHALLENGES:

UNAVAILABILITY or DIFFICULTY TO ACCESS means to report grievances, at the times done

so purposefully, or due to lack of priority.

LACK OF AUTHORITY of over relevant department and executives in government

Organisations.

DISCONNECT of senior decision-maker executives with end customers.

NON-MOTIVATION of front-end managers to forward negative feedback to higher-ups.

FEAR of citizens/ consumers to report malpractice about officers with substantial authority.

INABILITY of smaller private organisations set up computerized mechanisms.

INACCURACY and SPAMMING of feedback forms, driving false impressions.

Vasundhara
 Vasundhara
Pros :

The procedure is set and formal. When an employee files a complaint, they know
what steps the company will take.

The grievance and the resulting conclusion are documented.

Written filings make it difficult for companies to ignore or dismiss complaints. They
cannot say, “oh, we didn’t know that there was a racial discrimination problem,”
because the paperwork will exist.

The process can be (but doesn’t have to be) quite transparent, allowing the
complainant to know precisely how the company reached its conclusion.

In union situations, the employee can be represented by a professional union

representative or attorney at no cost to themselves, leveling the playing field a bit.
 Vasundhara
Cons :

The formal procedure may discourage employees from complaining about minor things,
even if the supervisor or company should fix them. It may also discourage a supervisor
from taking a complaint seriously if it’s not written down.

Depending on procedures and contracts, the investigation and resolution can take a long
time and drag a situation out endlessly.

An employe can use the procedures to bog down a company and create endless
paperwork.

Because rules often require investigating every complaint (and often prohibit retaliation
against the complainant), it can be used to attack an individual or the company.
THANK
YOU!
JAYA PRAKASH
ARCHITA
JOHN KENNEDY
KEERTHANA
THANUJA
VASUNTHARA