2. MODULE 6
EMPLOYEE WELFARE
• Introduction
• Types of Welfare Facilities
• Statutory Provisions.
EMPLOYEE GRIEVANCES
• Meaning
• Employee Grievance procedure
• Grievances Management in Indian Industry.
DISCIPLINE
• Meaning
• Approaches to discipline
• Essential of a good disciplinary system
• Managing difficult employees. 2
4. EMPLOYEE WELFARE
• Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages and salaries
• Employee welfare is a term including various services, benefits and facilities
offered to employees by the employers.
• Welfare helps in keeping the morale and motivation of the employees high
so as to retain the employees for longer duration.
• The welfare measures need not be in monetary terms only but in any
kind/forms.
• Employee welfare includes monitoring of working conditions, creation of
industrial harmony through infrastructure for health, industrial relations
and insurance against disease, accident and unemployment for the workers
and their families.
• Employee welfare includes items such as allowances, housing,
transportation, medical insurance and food
• Employee welfare is also termed as Labour Welfare
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5. TYPES OF WELFARE FACILITIES
INTRAMURAL
(within the company)
EXTRAMURAL
(outside the company)
Drinking water Housing
Toilets Education facilities
Crèches (baby sitting) Maternity benefits
Washing and bathing facilities Transportation
Rest shelters Sports facilities
Uniforms Leave level
Recreation facilities Vocational training
Canteens Holiday homes
Medical aid Social insurance
Fair price shops 5
6. STATUTORY PROVISIONS
• Drinking Water
• Facilities for sitting
• First aid appliances
• Latrines and Urinals
• Canteen facilities
• Spittoons
• Lighting
• Washing places
• Changing rooms
• Rest rooms
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7. NON-STATUTORY PROVISIONS
• Personal Health Care (Regular medical check-ups)
• Employee Assistance Programs
• Harassment Policy
• Medi-claim Insurance Scheme
• Employee Referral Scheme
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9. EMPLOYEE GRIEVANCES
• A grievance is a complaint raised by an employee which may be resolved by
procedures provided for in a collective agreement, an
employment contract, or by other mechanisms established by an employer.
• Grievance may be any genuine or imaginary feeling of dissatisfaction or
injustice which an employee experiences about his job and it’s nature,
about the management policies and procedures.
• It must be expressed by the employee and brought to the notice of the
management and the organization.
• Grievances take the form of collective disputes when they are not resolved.
• Also they will then lower the morale and efficiency of the employees.
The various forms of grievances are :
• Factual (When needs are not fulfilled. Ex : wage hike has been agreed but
not implemented)
• Imaginary (Employee’s wrong perception, wrong attitude or information)
• Disguised (reasons unknown to employee himself. Ex : new employee gets
better cabin then this creates jealousy)
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10. Identify
Grievances
Dissatisfactions should be identified by
management if they are not expressed
Define Correctly
Management has to define the problem
correctly & accurately
Collect Data
Complete information should be collected
from all the parties relating to grievance
(Facts, Data, opinions etc)
Analyse and
Solve
Information should be analysed,
alternative solutions should be developed
and best solution should be selected
Prompt
Redressal
Grievance should be redressed by
implementing the solution
Implement &
Follow Up
The solution must be implemented and
follow up at every stage must be done 10
12. DISCIPLINE
• Discipline should be viewed as a condition within an organisation whereby
Employees know what is expected of them in terms of the organisation’s
rules, Standards and policies and what the consequences are of infractions.
• In simple words, the word discipline refers to orderly behaviour by the
members/employees.
• In other words, discipline implies behaving in a desired manner.
• It means that employees confirm to the rules and regulations framed by the
organisation for an acceptable behaviour
• Objectives of discipline:
1. Motivate an employee to comply with the company’s performance
standards
2. Maintain respect and trust between the supervisor and employee
3. Improve the performance of the employee
4. Increase the morale and working efficiency of the employees.
5. Foster industrial peace which is the very foundation of industrial democracy.
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13. APPROACHES TO DISCIPLINE
1. Positive Discipline Approach (counselling, written warning, final warning,
discharge)
2. Negative Discipline Approach (punishments)
3. Progressive Discipline Approach (oral reprimand, written reprimand,
suspension, dismissal)
4. Judicial approach (carefully judge the matter with facts and procedure)
5. Human relations approach (solve the issues on relation basis)
6. Human resources approach (employees looked as resources)
7. Group discipline approach (involve group of employees in discipline)
8. Leadership approach (manager becomes leader and control employees)
9. Red Hot Stove Rule 13
14. APPROACHES TO DISCIPLINE CONTD….
RED HOT STOVE RULE
• Douglas McGregor introduced this concept of Red Hot Stove rule
• According to this rule, disciplinary actions has following consequences
Burns Immediately (take discipline action immediately)
Provides Warning (advance warning about punishment)
Gives Consistent Punishment (everyone has same punishment)
Burns Impersonally (no personal favouritism)
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15. STAGES OF DISCIPLINARY PROCEDURE OR
ACTION
1. Issue notice (letter of charge)
2. Consideration of the explanation given by employee
3. Show-cause notice (management not satisfied wit explanation)
4. Enquiry
5. Findings from the enquiry proceedings and order of punishment
6. Follow-up
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16. ESSENTIALS OF A GOOD DISCIPLINARY SYSTEM
1. Knowledge of Rules and Performance Criteria
2. Documentation of the Facts
3. Training of Supervisors
4. Centralisation of Discipline
5. Well define procedures
6. Fair action
7. Prompt action
8. Constructive handling of disciplinary action
9. Review Discipline Decisions
10. Follow Up
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17. MANAGING DIFFICULT EMPLOYEES
• Employees generally comply with rules and regulations and try to get along
with their colleagues.
• But there are some employees who are difficult to deal with or difficult to
manage
• This may happen because people with diverse background in terms of age,
education, experience, religion etc are working together
• Some of them habitually violate rules or may show anger at regular
intervals
• Some of them may resort to unethical behaviour
• Whereas some may indulge in insulting behaviour and turn abusive
• Due to many such incidents it becomes difficult to manage employees.
• Some of the major issues in this case are
– Poor Attendance
– Poor Performance
– Insubordination (disobedience)
– Workplace Bullying and Harassment 17
18. MANAGING DIFFICULT EMPLOYEES
Difficult employees can be managed by
1. Listen
2. Give feedback
3. Look for root causes
4. Consider culture
5. Don’t be afraid to cut the cord
6. Do your homework
7. Develop a plan
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