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EMPLOYEE GRIEVANCES AND DISCIPLINE  Chapter EXCEL BOOKS 22-1 22
ANNOTATED OUTLINE 22-2 INTRODUCTION  When an employee feels that something is unfair in the organisation, he is said to have a grievance. To be precise, grievances have certain common features; Employee Grievances And Discipline Features of  the term “grievance” ,[object Object],[object Object],[object Object],[object Object]
22-3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Employee Grievances And Discipline EMPLOYEE GRIEVANCES
22-4 It is a formal channel of communication used to resolve grievances.  Having a formal grievance procedure has its own advantages.  Workers get a wonderful opportunity to ventilate their feelings. Management can go back to the roots of a problem quickly.  Supervisors, too, have to fall in line and listen to workers’ complaints more seriously. A fair redressal mechanism would boost the morale of all employees greatly.  Employee Grievances And Discipline Grievance Procedure
22-5 The success of a grievance procedure, to a large extent, depends on the various ways adopted to dig out the problem: The discovery of grievances  Employee Grievances And Discipline How to uncover grievances?   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
22-6 Essentials of a formal grievance procedure  A sound grievance procedure must have the following characteristics   Prerequisites of a grievance procedure   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Employee Grievances And Discipline
22-7 Steps in the grievance procedure  Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
22-8 Model Grievance Procedure   Employee Grievances And Discipline The model grievance procedure suggested by the National Commission on Labour involves six successive time-bound steps each leading to the next, in case employees have any reason to complain against any issue affecting their organisational lives.  Model grievance procedure
22-9 Guidelines for handling grievances  Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Grievance Procedure
22-10 In a restricted sense, it is the act of imposing penalties for wrong behaviour (negative); broadly speaking, it is a condition of orderliness, where employees willingly practice self control and respect organisational rules and codes of conduct (positive). The differences between the two sides of the same coin could be expressed thus: Employee Grievances And Discipline Discipline   The differences between positive and negative discipline
Some of the common disciplinary problems confronted by organisations include the following  22-11 Employee Grievances And Discipline Common disciplinary problems Discipline
22-12 Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Discipline
22-13 Employee Grievances And Discipline Positive Discipline Approach   The positive discipline, based upon reminders, is a cooperative discipline approach where employees responsibility for the desired behavioural change. The focus is on coping with the unsatisfactory performance and dissatisfactions of employees before the problems become major.
22-14 Employee Grievances And Discipline Steps in positive discipline approach   Step 1: An Oral Reminder:  Notice here that the word warning is removed. The oral  reminder, supported by written documentation, serves as  the initial formal  phase of the process to identify to the employee what work problems he or  she is having. This reminder is designed to identify what is causing the  problem and attempts to correct it before it becomes larger. Step 2: A Written Reminder:  If the oral reminder was unsuccessful, a more  formalised version is implemented. This written reminder once again  reinforces what the problems are and what corrective action is necessary.  Furthermore, specific time tables that the employee must accept and abide  by, and the consequences for failing to comply, are often included. Step 3: A Decision-making Leave:  Here, employees are given a decision-making  leave—time off from work, usually with pay—to think about what they are  doing and whether or not they desire to continue work with the company:  This “deciding day” is designed to allow the employee an opportunity to  make a choice—correct the behaviour, or face separation from the company.
22-15 Employee Grievances And Discipline Progressive Discipline Approach   In a progressive discipline system, the employee is given ample warning of performance or other work related problems. Failure to change his or her behaviour is accompanied by increasingly harsher disciplinary action. Due process is based on the action that employees have the right to be treated fairly, particularly when being disciplined.
22-16 Employee Grievances And Discipline The Progressive Discipline Approach
22-17 Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Progressive Discipline Approach
22-18 Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Progressive Discipline Approach
Essentials of A Good Disciplinary System 22-19 Employee Grievances And Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 22

  • 1. EMPLOYEE GRIEVANCES AND DISCIPLINE Chapter EXCEL BOOKS 22-1 22
  • 2.
  • 3.
  • 4. 22-4 It is a formal channel of communication used to resolve grievances. Having a formal grievance procedure has its own advantages. Workers get a wonderful opportunity to ventilate their feelings. Management can go back to the roots of a problem quickly. Supervisors, too, have to fall in line and listen to workers’ complaints more seriously. A fair redressal mechanism would boost the morale of all employees greatly. Employee Grievances And Discipline Grievance Procedure
  • 5.
  • 6.
  • 7.
  • 8. 22-8 Model Grievance Procedure Employee Grievances And Discipline The model grievance procedure suggested by the National Commission on Labour involves six successive time-bound steps each leading to the next, in case employees have any reason to complain against any issue affecting their organisational lives. Model grievance procedure
  • 9.
  • 10. 22-10 In a restricted sense, it is the act of imposing penalties for wrong behaviour (negative); broadly speaking, it is a condition of orderliness, where employees willingly practice self control and respect organisational rules and codes of conduct (positive). The differences between the two sides of the same coin could be expressed thus: Employee Grievances And Discipline Discipline The differences between positive and negative discipline
  • 11. Some of the common disciplinary problems confronted by organisations include the following 22-11 Employee Grievances And Discipline Common disciplinary problems Discipline
  • 12.
  • 13. 22-13 Employee Grievances And Discipline Positive Discipline Approach The positive discipline, based upon reminders, is a cooperative discipline approach where employees responsibility for the desired behavioural change. The focus is on coping with the unsatisfactory performance and dissatisfactions of employees before the problems become major.
  • 14. 22-14 Employee Grievances And Discipline Steps in positive discipline approach Step 1: An Oral Reminder: Notice here that the word warning is removed. The oral reminder, supported by written documentation, serves as the initial formal phase of the process to identify to the employee what work problems he or she is having. This reminder is designed to identify what is causing the problem and attempts to correct it before it becomes larger. Step 2: A Written Reminder: If the oral reminder was unsuccessful, a more formalised version is implemented. This written reminder once again reinforces what the problems are and what corrective action is necessary. Furthermore, specific time tables that the employee must accept and abide by, and the consequences for failing to comply, are often included. Step 3: A Decision-making Leave: Here, employees are given a decision-making leave—time off from work, usually with pay—to think about what they are doing and whether or not they desire to continue work with the company: This “deciding day” is designed to allow the employee an opportunity to make a choice—correct the behaviour, or face separation from the company.
  • 15. 22-15 Employee Grievances And Discipline Progressive Discipline Approach In a progressive discipline system, the employee is given ample warning of performance or other work related problems. Failure to change his or her behaviour is accompanied by increasingly harsher disciplinary action. Due process is based on the action that employees have the right to be treated fairly, particularly when being disciplined.
  • 16. 22-16 Employee Grievances And Discipline The Progressive Discipline Approach
  • 17.
  • 18.
  • 19.