Grievance handling


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Grievance handling

  1. 1. SUBMITTED BY:- Prabhleen Kaur Jasween Kaur Komal Choudhary Sujata Rawat
  2. 2. A Grievance is a type of discontent which must always be expressed. It can be valid or ridiculous but must grow out of something connected with company’s operations or policy. It must involve an interpretation or application of the provisions of the labor contract. Edwin B. Flippo  The complaints affecting one or more individual workers in respect of wage payments, overtime, leave, transfer, promotions, seniority, work assignment and discharge constitute grievances. The National Commission on Labor
  3. 3.  Grievances arise out of the perceived injustice or unfair treatment felt by the aggrieved employee. It is the state or feeling of discontent or dissatisfaction about any aspect of an organization. The cause of a grievance may be real or imaginary, serious or inconsequential, genuine or fake, legitimate or irrational. A Grievance may be voiced or unvoiced. But it should be expressed in some form, normally in written form. It must arise only out of the job of the employee in the company and not out of family or personal issues.
  4. 4. MANAGERIAL CONDITIONS  Pay Scale or Wage rates  Overtime  Benefits – Promotions, Incentives, Seniority and Discharges.  Lack of role clarity Autocratic Leadership style of supervisors.  Lack regards for collective agreement.
  5. 5. WORKING CONDITIONS  Unrealistic  Non availability of proper tool, machines and equipments for doing the job. Tight production standards Bad working conditions  Poor relationship with the supervisor.  Negative approach to discipline.
  6. 6. PERSONAL FACTORS  Narrow attitude  Over ambition  Egoistic Personality  Non- cooperative. Personal Problems outside factory
  7. 7. 1. On Production  Low quality of production, Low productivity, Increase in wastage, Increase in cost of production. 2. On Employees  Increased absenteeism, Reduction in level of commitment, Increase in accidents, Reduced level of employee moral. 3. On Managers  Strained superior- subordinate relations, Need for increased supervision/control and follow up, Increase in unrest.
  8. 8. Observat -ions Grip Boxes Exit Intervi- ew Open Door Policy
  9. 9. 1. OBSERVATION Knowledge of human behavior is requisite quality of good manager. From the changed behavior of any employee , he should snuff the causes of grievances, without its knowledge to the employee. 2. GRIP BOXES The suggestion boxes, for instance are placed at easily accessible spots to most employees in the organization. The employees can file anonymous complaints about their dissatisfaction in these boxes.
  10. 10. 3. OPEN DOOR POLICY Most of the organizations still don’t practice this but 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 These interviews are conducted to know the reasons for leaving the job. Properly conducted exit interviews can provide significant information about the strengths and weaknesses of the organization and can pave way for further improvements.
  11. 11. The objective of this procedure is to provide an opportunity for an employee to raise formally an individual grievance on matters relevant to his/her employment or conditions of service where the normal and customary channel of discussion with their direct supervisor has been unable to resolve the issue.
  12. 12. STAGE :- 1 The aggrieved employee makes a written or oral representation to the frontline supervisor, seeking settlement of his grievance, and if the redressal efforts fail, the issue goes to the next stage. STAGE :- 2 In this stage, the labor officer is involved in the process. He acts as a mediator between the aggrieved employee and the supervisor in arriving at a settlement. STAGE :- 3 Higher levels may involved depending upon the issue.
  13. 13.  Legally Sustainable  Mutually Acceptable  Easily understandable  Highly flexible  Sufficiently Knowledgeable
  14. 14. DO :-  Investigate and handle each case very promptly.  Talk with the employee, give the person a full hearing.  Require the union to identify specific contractual provisions allegedly violated.  Comply with the contractual time limits for handling the grievance.  Visit the work area of the grievance.  Determine whether there were any witnesses.  Examine the grievant personal record.  Fully examine prior grievance records.  Hold your grievance discussions privately.  Fully inform your own superiors.
  15. 15. DON’T :-  Discuss the case with the union steward alone.  Hold back the remedy if the company is wrong.  Admit to the binding effect of a past practice.  Relinquish (to give up) to the union your rights as a manager.  Settle grievances based on what is fair. Instead, stick to the labor agreement.  Bargain over items now covered by the contract.  Give long written grievance answers.  Trade a grievance settlement for a grievance withdrawal.  Deny grievances because of management pressures.  Agree to informal amendments in the contract.
  16. 16.  Enables the management to know the pulse of its employees.  Provides a channel to the aggrieved to express their grievances.  Provides clues about the behavior and attitude of the managers and supervisors towards their subordinates.  Gives an assurance to the employees about the existence of a mechanism for the prompt redressal of their grievance.  Keep up the morale of the employees.