1. POLICY ON GRIEVANCE & DICIPLINARY PROCEDURE.pptx

1. Discipline &Grievance

2. Content
Discipline: Definition ,Disciplinary procedure model
Grievance- :Definition, grievance
procedures Termination of employment
• Retirement
• Resignation and termination of contract
• Layoff
• Exit interviews
• Dealingwith the human aspectsof terminations
and counseling

3. DISCIPLINE
• ‘A process of training a worker so that
to develop “Self control” & become
“More efficient” in his task or work’.
• ‘A process which involves the
conditioning or moduling of the future
behavior of employees by the offer of
rewards andpenalties.

4. DISCIPLINE
• Discipline is the process whereby management
takes steps to help an employee overcome
unacceptable behaviorproblems in the workplace.
• Due process is a set of procedures carried out in
accordancewith established rulesand principlesto
ensure all employees aretreatedfairly.
Due ProcessPrinciples.
• Employees have a right to know what is expected
of them and what will happen if they fail to meet
expectations.
• Discipline must be based on facts.
• Employees should also have a right to present their
side of thestory.
• Any punishment should be consistent with the
nature of theoffense

5. OBJECTIVES OFDISCIPLINE
• Willing to acceptof Rules, Regulations &
Procedures of anorganization.
• Todevelop a spirit ofTOLERANCE & DESIRE
to makeadjustments.
• Toimpart an element of certainty despite a
lots of several indifferences in informal
behavior.
• Togive & seekdirection & responsibility.
• To increase Workersefficiency.

6. TYPES OF
DISCIPLINE
POSTIVE
DISCIPLINE
NEGATIVE
DISCIPLINE
http://www.yourarticlelibrary.com/employees/types-of-
employee- discipline-positive-and-negative-discipline/35416

7. Positivediscipline
• According to William R. Spriegel, “Positive
discipline does not replace reason but applies
reason to the achievement of a common
objective. Positive discipline does not restrict the
individual but enables him to have a greater
freedom in that he enjoys a greater degree of self-
expression in striving to achieve the group
objective, which heidentifiesas his own'”
• Evidences suggest that self-disciplined person
tends to be a better worker than one who is not.
Self- discipline, when developed from within,
leads to building up morale and esprit de corps
that is the desideratum of the time to run
organisations successfully.

8. Cont. Positivediscipline
• This is also called ‘self-imposed discipline’. It
involves creation of an atmosphere in the
organisation through
payment,
rewards,
promotion,
appreciation,
constructive
incentive
support etc. to motivate employees to work
willingly to accomplish the set goals.
• In essence, positive discipline emphasises the
concept of self-discipline or self-control. Thus, it
reduces the need for personal supervision to
make employees conform to organisational rules,
regulations, procedures andstandards.

9. NegativeDiscipline:
• It is also called ‘enforced discipline’. In case of
negative discipline, employees are forced to obey
orders and abide by rules and regulations that
have been laid down, failing which penalties and
punishment would be imposed on them. Thus, the
objective of using punitive or coercive discipline is
to ensure that employees do not violate rules and
regulations formed by the organisation.
• In other words, the purpose of negative discipline
is to scare other employees and to ensure that
they do not indulge in undesirable behaviour. It is
worth mentioning here that negative discipline
cannot eliminate the undesirable behaviour of the
employees, but can merely suppress it.

10. Cont. NegativeDiscipline
• Punishment is not pleasant. It causes resentment
and hostility on the part of employees. That is
why this kind of discipline results in only the
minimum standards of performance on the part of
employees. This is precisely the reason why it is
rarely used in the organisations.
• Because punitive discipline leads to resentment, it
needs to be exercised in a progressive, sequential
and chronological manner. A progressive system
of discipline generally contains five steps, viz., an
oral reprimand, a written reprimand, a second
written warning, temporary suspension and
dismissal ordischarge.

11. "Hot-Stove Rule"
DouglasMcGregor

12. • When you touch the hot stove, you burn your hand. The
burn was immediate. Will you blame the hot stove for
burning your hand? Immediately, you understand the
cause and effect of the offense. The discipline was
directed against the act not against anybody else.You get
angry with yourself, but you know it was your fault. You
get angry with the hot stove too, but not for long as you
know it was not its fault.You learnyour lesson quickly.
• You had warning as you knewthe stove was redhot and
you knew what would happen to you if you touched it.
You knew the rules and regulations previously issued to
you by the company prescribing the penaltyfor violation
of any particular rule so you cannot claim you were not
given aprevious warning.
• The discipline was consistent. Every time you touch the
hot stove you get burned. Consistency in the
administration of disciplinary action is essential.
Excessiveleniencyas wellas too much harshness creates
not only dissatisfaction but also resentment.
• The disciplinewas impersonal.Whoever touches the hot
stove gets burned,no matter who he is. Furthermore,he
gets burned not because of who he is, but because he
touched the hot stove. The discipline is directed against
the act, not against the person.Afterdisciplinary action
has beenapplied, the supervisor should take the normal
attitude toward theemployee.

13. Always remember the Hot Stove Rule where
discipline isconcerned:-
You had a warning – you knew what would happen
if you touched the stove
• The penalty was consistent – everyone gets the
same treatment
• The penalty is impersonal – a person is burned
not because of who he or she is, but because the
stove wastouched
• The penalty is not delayed.
So checkout the facts first, follow due process and,
if appropriate, apply the discipline as soon after the
event as investigations will allow. If you fail to be
consistent, you may end up getting your own
fingers burnt!

14. GRIEVANCES &
GRIEVANCE
HANDLING

15. Grievances
• A grievance is a formal dispute between an employee & management on
the conditions of employment.
• Grievances are complaints that have been formally registered in
accordance with the grievance procedure.
• A grievance is any dissatisfaction or feeling of injustice in connection with
one’s employment situation that is brought to the attention of the
management.

16. Grievance must fall under the following category
•Compensation
Amenities
•Conditions of work
•Continuity of service
•Disciplinary action
•Fines
•Leave
•Superannuation
• Medical benefits
• Nature of job
• Payments
• Promotions
• Safety environment
• Transfers
• Victimization

17. W’s of Grievance
Handling
•WHO is involved
•WHEN did it happen
•WHERE did it happen
•WHAT happened (EXACTLY)
•WHY is it grieve-able
•WHEN must the grievance be filed
•WHAT are the deadline dates
•WHAT must be done

18. Grievance -
Source
ManagerialConditions WorkingConditions PersonalFactors
1
8
• PayScaleor
Wage rates
• Overtime
• Benefits –
Promotions,
Incentives,
Seniority and
Discharges.
• Lackof role clarity
• Autocratic
Leadership style of
supervisors.
• Lackregardsfor
collective
agreement.
• Unrealistic
• Non availabilityof
propertool,machines
and equipmentfor
doingthejob.
• Tightproduction
standards
• Badworkingconditions
• Poorrelationshipwith
thesupervisor.
• Negativeapproachto
discipline.
• Narrowattitude
• Overambition
• EgoisticPersonality
• Non-cooperative.
• PersonalProblems
outsidefactory

19. Grievance -
Reasons
•Economic – Wage fixation, wage computation, overtime, bonus
– Employees feel they are getting less than what they ought to get
•Working Environment – Poor working conditions, defective
equipment and machinery, tools, materials.
•Supervision – Disposition of the boss towards the employee
perceived notions of favoritism, nepotism, bias etc.
•Work Group – Strained relations or incompatibility with peers.
Feeling of neglect, obstruction and victimization.
•Work Organization – Rigid and unfair rules, too much less work
responsibility, lack of recognition

20. Grievance -
Effects
• On Production
– Low quality of production, Low productivity, Increase in
wastage, Increase in cost of production.
• On Employees –
Increased absenteeism, Reduction in level of commitment,
Increase in accidents, Reduced level of employee moral.
• On Managers –
Strained superior- subordinate relations, Need for increased
supervision/control and follow up, Increase in unrest.

21. Benefits of Grievance
Handling
•It encourages employees to raise concerns without fear of
reprisal.
•It provides a fair & speedy means of dealing of grievances.
•It prevents minor disagreements developing into more serious
disputes.
•It saves employer’s time & money as solutions are found for
workplace problems. • It helps build in organisational climate
based on openness and trust.

22. Gripe
B
o
x
e
s
Grievance Identification Technique
Observations Open Door
Policy
Exit
Interviews
2
2

23. Methods of Identifying
Grievances
1.Directive observation:
Knowledge of human behaviour is requisite quality of every good manager.
From the changed behaviour of employees, he should be able to snuff the
causes of grievances. This he can do without its knowledge to the
employee. This method will give general pattern of grievances. In addition
to normal routine, periodic interviews with the employees, group meetings
and collective bargaining are the specific occasions where direct
observation can help in unfolding the grievances.
2.Grip boxes:
The boxes (like suggestion boxes) are placed at easily accessible spots to
most employees in the organisation. The employees can file anonymous
complaints about their dissatisfaction in these boxes. Due to anonymity, the
fear of managerial action is avoided. Moreover management’s interest is
also limited to the free and fair views of employees.

24. Methods of Identifying
Grievances
3.Open door policy:
Most democratic by nature, the policy is preached most but practiced very
rarely in Indian organizations. But this method will be more useful in
absence of an effective grievance procedure, otherwise the organisation will
do well to have a grievance procedure. Open door policy demands that the
employees, even at the lowest rank, should have easy access to the chief
executive to get his grievances redressed.
4.Exit interview:
Higher employee turnover is a problem of every organisation. Employees
leave the organisation either due to dissatisfaction or for better prospects.
Exit interviews may be conducted to know the reasons for leaving the job.
Properly conducted exit interviews can provide significant information about
the strengths and weaknesses of the organisation and can pave way for
further improving the management policies for its labour force.

25. Grievance Redressal/
procedure Machinery
•A grievance procedure is a formal process which is preliminary to an
arbitration, which enables the parties involved to attempt to resolve their
differences in a peaceful, orderly and expeditious manner,
•It enables the company and the trade union to investigate and discuss the
problem at issue without in any way interrupting the peaceful and orderly
conduct of business.
•When the grievance redressal machinery works effectively, it satisfactorily
resolves most of the disputes between labour and management.

26. Grievance
procedure
Under this procedure ,
any employee can take
his Grievance to the
boss and talk over the
issue
Open
door procedure
Under this procedure ,
the employee has to
proceed step by step
unless he/ she is able
to redress his/ her
Grievance
Step ladder
procedure

27. Grievance
Procedure
2
7

28. 2
8
Grievance Procedure Steps in
Unionised Organizatio
ns
In a unionized organisation, the operation
of the grievance may contain the following
steps:
Step 1: The aggrieved employee verbally explains his grievance to his
immediate supervisor or in a conference or a discussion specifically
arranged for the purpose. The employee seeks satisfaction from his
supervisor. The grievance can be settled if the supervisor has been
properly trained for the purpose, and if he adheres strictly to a basic
problem-solving method.

29. 2
9
Step 2: The second step begins when the grievance is not settled by the
supervisor.
In this case, it is sent to a higher level manager with a note in which are
mentioned the time, place and nature of the action to which the employee
objects. The higher level manager goes into the grievance and gives his
decision on the matter.
Step 3: This means that the grievance is to be submitted to the Grievance
Committee since the decisions of the supervisor and of the higher level
manager have not solved the problem. This committee, which is composed
of some fellow-employees, the shop steward or a combination of union and
management representatives, considers the record and may suggest a
possible solution. It may call upon the grievant to accept the employer's
proposed settlement.

30. 3
0
Step 4: If the decision or suggestion of the Grievance Committee
is not accepted by the grievant, he may approach the
management or the corporate executive.
Step 5: The final step is taken when the grievance is referred to an
arbitrator who is acceptable to the employee as well as the
management.
They may agree beforehand that the arbitrator's award will be final and
binding on both the parties.

31. Separation of employment

32. “Separation of employment” refers
broadly to the process of managing the
termination of employment, whether
involuntary (such as discharge, layoff,
plant closure, disability or death) or
voluntary (such as resignation, job
abandonment or retirement)

33. Reasons for
Separation
• Voluntary Separation
• Professional reasons
• Personal reasons
• Involuntary Separation
• Health problems
• Organizational problems

34. Types
of
Employee
Separations
Voluntary
Separations
Quits or
Resignations
Voluntary
Retirements
System [VRS]
Involuntar
y Separations
Dismissal
Retrenchments
Layoff
Right sizing
Retirement

35. • Voluntary separation – A separation that occurs when an
employee decides, for personal or professional reasons, to end
the relationship with the employer.
–Quits
–Retirements
Employees who Leave an Organization on their own
Interesting Article (Click on following Link) :
http://www.whatishumanresource.com/voluntary-separations

36. • Resignation: when the employee himself initiates the
separation then it is termed as separation. There are some
resignation which are avoidable and others which are
unavoidable. It is the responsibility of the management to
look out the real reason of the resignation. In such a cases the
exit interview is better to conduct to find out the reason of
resignation.
• Voluntary Retirements System [VRS] : Voluntary
retirement programs can also provide employees with an option
to retire before the minimum age of a government pension
scheme. It is an offered to certain employees as an incentive to
retire.

37. Involuntary separation – A separation that occurs when an
employer decides to terminate its relationship with an employee
due to (1) economic necessity or (2) a poor fit between the
employee and the organization.
• Dismissal
• Retrenchments
• Layoff
• Right sizing
• Retirement

38. • Lay off: lay off is generally done to reduce the financial
burden of the organization by temporary removing the
surplus employees. This is done due to inability of the
employee to recruit them due to shortage of sufficient
resources. Lay off results in a great loss to the organization
as they had to suffer all the expenses of selection,
placement and training.
• Dismissal: dismissal or discharge means separating the
employee from the payroll due to unsatisfactory
performance where the employee fails to perform his
duties well and he is not properly skilled to perform his job
or due to violation of organizational rules it means
indiscipline, dishonesty. What ever is the cause of dismissal
but it should be done at the last stage.

39. • Retrenchment: Retrenchment means a permanent termination of the
services of an employee for economic reasons in a going concern. An
employee to be retrenched is required to be given three months notice
before his retrenchment or in lieu of the notice he must be paid his
remuneration for the period of the notice. The retrenched employee is
entitled to get gratuity payment from his employer. For retrenchment of
the employee, notice is required to be given to the appropriate
government authority and permission for retrenchment must be obtained
from the authority. The principle of 'last come, first go* is followed for
deciding which employee should be retrenched.
• Retirement: number of separation in the organization happen due to
retirement.
There must be clear rules of retirement there may be compulsory
retirement where an employee has to retire after attaining a particular age.
Forced retirement means when a person is found guilty in the court of law or
breaks any service agreement then has to retire forcibly irrespective of his
age. Premature retirement means that the employee becomes disable to
perform the job in that case he may be given the option to take retirement
before his retirement age
Interesting Article (Click on following Link) :
http://www.whatishumanresource.com/involuntary-separations

41. Layoff also called redundancy in the UK, is the temporary suspension or
permanent termination of employment of an employee or a group of
employees for business reasons, such as when certain positions are no
longernecessaryorwhenabusinessslow-downoccurs.
Layoffs focuson positions,not individuals
Layoffs arenot to beusedfor resolving employee performanceproblems
Thesearenot technicallyclassifiedasfirings

42. Layoff
Regular
Complex
Redundancy
Laying off
one /few
individuals
Laying Off
an entire
department/
unit
Permanent
layoff

43. C a u s e s o f J o b
L ay o f f. . .
□ Worker Characteristics
■ Performance
■ Tenure
■ Education
□ Organizational Change
Characteristics
■ Upcoming Merger
■ Organizational
Restructuring
□ Job Characteristics
■ Contingent vs. Permanent
■ Part-time vs. Full-time
■ Union vs. Non-Union
□ Organizational Technology
■ Changing Technology
■ Proximity of Job to Core
Technology

44. Lack ofFunds:
▪ The U.S. Postal Service
recently announced it was on
the brink of insolvency. The
Postmaster General wants to
save $2.1 billion a year, which
means28,000jobswill becut
Lack OfWork:
▪ under tremendous pressure from
shareholders to cut large losses,
new Bank of America laid off
30,000 people by cutting
redundant jobs and exiting some of
its unprofitablebusinesses

45. Organizationalchange:
▪ H.P’s largest cut came after he
bought IT consulting firm EDS.
HP spent $13.9 billion to
diversify. Once he closed the
transaction, he fired 24,600
employees whom he felt would
be redundant once the two
companies werecombined.
Economical:
▪ Boeing (NYSE: BA) was another
victim of the 2001 economic
slowdown. The recession, and
later the 9/11 attacks, hurt air
travel. The commercial aircraft
division of
Boeing, therefore, suffered all
the cuts, with the defense segment
untouched.

46. Copyright ©2012 Pearson Education, Inc. publishing as
Implementing a Layoff
▪Notify employees
▪Worker Adjustment and Retraining Notification
Act (WARN)—60 days notice or pay in lieu of
notice
▪ Develop Layoff Criteria
▪ Seniority vs. Pay vs. Performance
[hybrid?]
▪ Communicate to laid-off employees
▪ Face-to-face [but don’t argue]
▪ S/b scripted by HR and/or legal
counsel

47. Implementing a Layoff
▪ Coordinate media relations
▪ Maintain security
▪ Reassure survivors of the layoffs
▪ Listen to survivors’ concerns
▪ Show you appreciate their work
[consider retention bonuses to key
staff]
▪ Reassign to new projects ASAP
6-47

48. Severance
Recal
Preferential Rehire
OutplacementTransition Services

49. Alternatives to layoffs
• Freezehiring
• Restrictovertime
• Re-train/Re-deploy
• Switchtojobsharing
• Use unpaidvacations
• Usea shorterworkweek
• Use payreductions
• Usesabbaticals
• Implement early retirementprograms

50. Ernst&Young
China
Alternative: "Leave WithoutPay"

51. Luxury Retreats
Montreal
Alternative: EmployeeShuffling
The villa rental agency has shuffled eight of its 75employees from
departments like product development to revenue-generating positions like
sales

52. Best Buy
Minneapolis
Alternative: EnhancedSeverance
Best Buy (BBY) in December offered nearly all 4,000 employees at its corporate
headquarters asweetened severancepackageif they agreed to leavevoluntarily. Five
hundred employees took the companyup on the offer, which for the average employee
included7.5months of pay,oneyear of employer-paid health andlife insurance, and
outplacement services

53. Twisted LimbPaperworks
Alternative: Four-DayWorkweek
Thecompany took aday off the workweek backinAugust asatemporary
move, but isstillon the sameschedule sevenmonths later.

54. Nokia
Alternative: Massvoluntaryresignations
OnFeb.24the cell-phonemakersaidit will seekupto 1,000voluntary
resignationsandalsoappealedto employeesto acceptholidaytime as
payments,insteadof cash,for overtime work

55. S id e - e f f e c t s o f L a y o
f f t o t he e m p l o y
e e
When the employee losses his job, he
not only losses his paycheck but he
with his family experiences many
other losses such as –
•Loss of wages and benefits
•Loss of dignity and self esteem
•Loss of trust
•Loss of control over life
•Loss of the pattern of daily life
•Loss of the work family
•Loss of collective strength

56. Exit
Interviews

57. Introduction
• An Exit Interview is a powerful tool that
allows organizations to gain an
understanding as to why people leave .
• Exit Interviews capture ideas for improvement
while promoting positive interaction with
departing employees. Analysis of results and
related statistical reports created from exit
interviews provide opportunities for the
organization to develop actions that can
encourage reduction in turnover rates, improve
employee morale, and encourage a possible

58. Goal
s
• Discover the employees reason for leaving
• Give positive attention to the departing
employees in order to alleviate possible
frustrations and/or negative attitude toward
the organization
• Allow departing employees to have a voice
about what their work experience was like
• Receive valuable feedback from departing
employees about compensation, working
conditions, management, and the culture of
the organization

59. • Explore areas of the departing employee’s
most serious concerns, and record details of
what they enjoyed most
• Departing employees have an opportunity to
transfer knowledge and experience to a
successor or replacement; may also brief a
team on current projects, issues and
contacts
• Chance for departing employees to give
constructive feedback, and to leave on a
positive note, with good relations and

60. Confidentiality
• It should be made clear to the departing
employee that the information provided
through the exit interview will be
confidential. Such information will be
used in summary format and shared with
supervisors and other need-to-know
individuals in order to address retention
issues, employee morale, and alleged

61. Types of Exit
Interview
• Face-to-face, over the
• Telephone
• Using a written questionnaire
• Via the Internet
• In a knowledge-focused exit interview, a
face- to-face interview is needed.

62. Exit Interview
Participants
• Employees with a temporary contract,
terminated employees, and employees who
are retiring will also be afforded this
opportunity.
• The exit interview is voluntary.
• Preference is for the interview to be
conducted by the HR Manager or
designee. The departing employee should
feel that the information they are sharing

63. Procedur
e
• HR receives notice of an employment
termination through the personnel ticket
system, submitted by the supervisor.
Supervisor should ask employee to choose a
method in which they would like to complete
the Exit Interview (online (preferred), paper
copy, phone, face to face or decline exit
interview). Within the first week of receiving
this notice, and before the employee’s last
day, HR will contact the employee to arrange

64. Exit Interview
Questionnaire
• Name:
• Gender:
• Nationality:
• Position:
• Level:
• Type of contract:
• Start and Finish Date:
• What are you going to do?
• If employment, who will be your new employer?
• If employment, what sort of job and at
what level?
• If employment, what attracted you to
your new job?
• If employment, how will your new job differ from your current
one?

65. • Do you feel the description of your job in the engagement process was
accurate?
• Were the purpose and expected results of your position clear throughout your
work in the unit?
• Could your qualifications, experience, and skills have been used to better
advantage?
• Do you feel you received appropriate support to enable you to do your job?
• Was the training you received in the unit adequate to enable you to
accomplish your job?
• Are there further training opportunities you think the unit should be offering?
• What did you see as your promotion and career prospects in the unit?
• How might those prospects have been improved?
• How was your working environment generally?
• Can you list the three most important things that should be done to make the
unit
more effective in terms of influencing decisions in the organization?

66. Dealing with the human
aspects of terminations

67. How to Deal With Job
Termination
Being terminated from a job can be frightening and disheartening, especially if the
termination is unexpected. It is quite common to go through the stages of grief after
being terminated including denial, anger, bargaining, depression and finally,
acceptance. Once you have accepted that you have been terminated, no matter what
the reason, it is time to move on.
1.Give yourself time to grieve. Whether you've been downsized or fired because of a
personality conflict or even your inability to do your job, give yourself time to be angry
or depressed about it. Indulge yourself for a day or two, if you feel the need.
According to Barry Honig, the president of Riskon, an executive search and consulting
firm, "Take a week off. Don't panic. Step back. Review your resume and your personal
and professional profile." Taking the time you need to get over hurt feelings will
enable you to move on more quickly to something else.
2.Forget about being embarrassed. Terminations happen for all sorts of reasons, and
there's no need to be embarrassed about it. Sometimes a person is just not right for a
job. Make a list of the qualities you feel would make you attractive to an employer, and
pin it up near your computer or desk. Take a look at it now and then, both as a
reaffirmation of your good qualities and as a way to have them fresh in your mind

68. 3.Try to relax. Being out of work can increase your anxiety and stress levels and
lead to other problems, such as health issues, family stresses and financial woes.
Take time to look at your budget, and try to lower your expenses. Consider
diversifying your income by doing free-lance work, consulting or performing odd
jobs. You can also take some time to expand on your current skills by going to
school or taking continuing education classes. Being positive and taking steps to
make your life better will help you approach your current situation with less overall
stress.
4.Reinvent yourself, and find a position that is meant for you. According to Rob
Stearns, author of "Winning Smart After Losing Big," being fired "can sometimes
be liberating. It is a time to reassess if you are truly doing what you want to do."
Perhaps the job you were in was really not for you. Perhaps the career you were in
was really not for you. If you have had a dream of doing something completely
different, this may be the perfect time to explore other options. If, for example, you
were in accounting, but always wanted to be website designer, take classes to
improve your design skills and become an intern at a designer's office to gain
experience. You may find that the termination was actually diverting you to an
occupation for which you have a passion.
5.Be honest with any potential employers. If you were let go, then say so, if
asked. You don't have to offer the information, but don't hide it, either. You also
do not want to say anything bad about your former employer. Be respectful, and