BY: BHUMI SHAH HARIPRASAD V SWAPNIL WADIKAR MAYANK SAREEN

It is simply a complaint, which has been formally

presented in writing, to a management representative or a union official.

BUT WHAT DOES PEOPLE THINK? It is a complaint that has been ignored, overridden or dismissed without due consideration.

 FACTUAL

-When an employee is dissatisfied with his job, for genuine or factual reasons like a breach of terms of employment or any other reasons that are clearly attributed to the management, he is said to have a factual grievance

IMAGINARY

- When an employees grievance or dissatisfaction is not because of any factual or valid reason but because of wrong perception, wrong attitude or wrong information he has. Such a grievance is called an imaginary grievance

DISGUISED

- An employee may have dissatisfaction for reasons that are unknown to himself. This may be because of pressures and frustrations that an employee is feeling from other sources like his personal life.

 Exit interview:

Employees usually quit organizations due to dissatisfaction or better prospects elsewhere. Exit interviews, if conducted carefully, can provide important information about employees grievances.
Gripe box:

These are boxes in which the employees can drop their anonymous complaints. They are different from the suggestion boxes in which employees drop their named suggestion with an intention to receive rewards
Opinion Survey:

The management can be proactive by conducting group meetings, periodical interviews with employees, collective bargaining sessions etc.

AND ???

THE
OPEN DOOR POLICY

 Some organisation extend a general invitation to their

employees to informally drop in the managers room any time and talk over their grievances. This can be very effective because it can nip the evil in the bud. That is it can take care of the problem before it gets out of hand. In fact the management should hold formal and informal get together with the employees.

Grievances conditions

resulting

from

working

Improper matching of the worker with the job. Changes in schedules or procedures. Non-availability of proper tools, machines and equipment for

doing the job. Unreasonably high production standards. Poor working conditions. Bad employer employee relationship, etc.

 Grievances resulting from management policy Wage payment and job rates. Leave. Overtime. Seniority and Promotional. Transfer. Disciplinary action. Lack of employee development plan. Lack of role clarity. Grievances resulting from personal maladjustment Over ambition. Excessive self-esteem or what we better know as ego. Impractical attitude to life etc.

 Frustration
Alienation Demotivation

Slackness
Low Productivity Absenteeism

Indiscipline
Labour unrest

 The Model Grievance Procedure was formulated in

pursuance to the Code of discipline adopted by the 16th Session of the Indian Labour Conference in 1958.

 Patient hearing by superior Anxiety to solve problem If imaginary -convince workers Time limit Writing the grievance Relevant facts Communication of redressed

Follow up-Action
Essentials

 Conformity with existing legislation Acceptability

Simplicity
Promptness Training

Follow-up

 Discipline is most of the times intercepted as sort of

check or restraint on the freedom of person.

Three Interpretation of Discipline 1. Negative Discipline 2. Positive Discipline 3. Self Discipline & Control

Point Concept

Negative Discipline It is adherence to establish norms and regulations out of fear of punishment.

Positive Discipline It is the creation of conductive climate in an organization so that employees willingly confirm to the established rules.

Conflict

Employees do not perceive the There is no conflict between corporate goals as their own. individual and organizational goals. Requires intense supervisory control to prevent employees from going off the track. Employees exercise self control to meet organizational objective.

Supervision

 Violation of established rules and procedures.

Causes of Indiscipline:

Absence of effective leadership Unfair management practices Communication barriers Non-uniform disciplinary action Divide and rule policy Inadequate attention to personnel problems Victimization

 Positive Discipline Approach

Progressive Discipline Approach

The Red Hot Stove rule Judicial Approach to Discipline in India

 This approach builds on the philosophy that violations

are actions that usually can be corrected without penalty. Steps in Positive Discipline Approach:
An Oral Reminder A Written Reminder A Decision-making Leave

 In this approach discipline is imposed in a progressive

manner, Giving an opportunity to the employee to correct his/her misconduct voluntarily.

Improper Behavior

Does this Violation warrant disciplinary action? Yes Does this violation warrant more than an Oral warning? Yes Does this violation warrant more than a written warning? Yes Does this violation warrant more than a suspension? Yes Termination

No

No Disciplinary Action

No Oral Warning

No Written Warning

No

Suspension

 It draws an analogy between touching a hot stove and

undergoing discipline. Consequences of the Red Hot Stove Rule:

Burns immediately Provides warning Gives consistent punishment Burns impersonally

 Industrial Employment Act passed in 1946:

The Act defines the service rules and prepare standing

orders.
Industrial Disputes Act 1947:
Prescribes an elaborate procedures for discharging a

delinquent employee even on grounds of serious misconduct.

The Payment of Wages Act:
Places restrictions on the imposition of fines on an

accused employee.

 Issuing a letter of charge

Consideration of explanation
Show-cause notice Holding of a full-fledged enquiry

Making a final order of punishment

Follow-up

 Rules and performance criteria

Documentation of the facts

Consistent response to rule violations Training of supervisors

Prompt action
Impersonal discipline Reasonable penalty

Follow up

 Case not strong for Babbir Singh.

He is at fault due to his in-disciplined behavior. In

spite of being warned several times, he did not change his attitude of coming late. Case seems to be in favor of the supervisor Rajinder as he had given innumerable prior warnings to Babbir Singh. However, the supervisor is also at fault due to his biased behavior as he is not terminating another employee who also comes late. Hence, everything is not in order.

 Both sides are at fault. The employee is in-disciplined and

the supervisor is unethical. Hence, just taking action against Babbir will not suffice. According to us, Babbir Singh should once again appeal to the management to give him one more chance and give a written assurance that he will come to work on time, else he can be terminated. Then, in order to avoid the union fights, Babbir Singh should approach the grievance cell and voice his problem that the supervisor is biased. The supervisor should be warned to treat all employees equally.