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Grievance procedures provide a systematic process for employees to file complaints and resolve disagreements without resorting to strikes. They help address issues around organizational policies, supervision, contract interpretation, and more. Grievances can be filed by individual employees, unions, or in some cases employers. The procedures typically involve multiple steps of submitting the grievance to higher levels of management and may culminate in arbitration. Proper handling and resolution of grievances at early stages helps reduce conflict and maintain productive employee and labor relations.
Grievance procedures provide a systematic process for employees to file complaints and have them addressed in order to protect employee rights and avoid strikes. They involve multiple steps starting with filing the grievance with a direct supervisor and potentially leading to arbitration. Common causes of grievances include differing interpretations of policies, perceived unfair treatment, violations of agreements or laws, and lack of clear company policies. Both employees and unions can file grievances. Supervisors are encouraged to take all complaints seriously, thoroughly investigate the facts, and follow up to ensure issues are resolved.
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1. It provides suggestions to improve industrial relations such as adopting industrial policies, having high opportunities in the environment, and ensuring economic and financial stability.
2. It defines unfair labor practices and grievances as complaints by employees against employers, such as disciplinary actions, promotions, and occupational issues.
3. It also discusses the importance of having grievance procedures to resolve disputes effectively and avoid costly legal claims, as well as maintaining good employee morale.
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Grievance procedures provide a systematic process for employees to file complaints and resolve disagreements without resorting to strikes. They help address issues around organizational policies, supervision, contract interpretation, and more. Grievances can be filed by individual employees, unions, or in some cases employers. The procedures typically involve multiple steps of submitting the grievance to higher levels of management and may culminate in arbitration. Proper handling and resolution of grievances at early stages helps reduce conflict and maintain productive employee and labor relations.
Grievance procedures provide a systematic process for employees to file complaints and have them addressed in order to protect employee rights and avoid strikes. They involve multiple steps starting with filing the grievance with a direct supervisor and potentially leading to arbitration. Common causes of grievances include differing interpretations of policies, perceived unfair treatment, violations of agreements or laws, and lack of clear company policies. Both employees and unions can file grievances. Supervisors are encouraged to take all complaints seriously, thoroughly investigate the facts, and follow up to ensure issues are resolved.
The document provides guidance on handling grievances according to the College's grievance procedure. It outlines both informal and formal processes for addressing grievances, including mediation options. Key steps in the formal investigation process are described, such as conducting interviews, obtaining statements, and drafting an investigation report. The document emphasizes resolving issues informally where possible, maintaining confidentiality, and arranging counselling and support for those involved.
The document discusses several topics related to industrial relations and labor practices:
1. It provides suggestions to improve industrial relations such as adopting industrial policies, having high opportunities in the environment, and ensuring economic and financial stability.
2. It defines unfair labor practices and grievances as complaints by employees against employers, such as disciplinary actions, promotions, and occupational issues.
3. It also discusses the importance of having grievance procedures to resolve disputes effectively and avoid costly legal claims, as well as maintaining good employee morale.
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The grievance procedure at Indigo has four levels to resolve employee complaints. The first level involves an informal discussion between the employee and immediate supervisor. If unresolved, the complaint moves to the second level where the employee submits a written grievance to their supervisor. At the third level, the manager reviews the grievance and provides a written response. Finally, if still unresolved, the employee may pursue external resolution. The goal is to address issues promptly and at the lowest level possible through graduated steps of discussion and review.
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It may be any genuine or imaginary feeling of dissatisfaction which an employee experiences about his job and it’s nature, about the management policies and procedures.
It maybe 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. Unaatended grievances result in frustration, dissatisfaction, low productivity, lack of interest in work, absenteeism, etc. In short, grievances arise when employee’s expectations are not fulfilled from the organization as a result of which a feeling of discontentment and dissatisfaction arises. This dissatisfaction must crop up from employment issues and not from personal issues.
This document discusses key concepts in industrial relations. It begins by defining industrial relations and noting that there is no single agreed upon definition. It discusses the main parties involved - management, workers, unions, and the state. The objectives of industrial relations are outlined as bringing about sound relations between employers and employees, facilitating production, safeguarding rights, achieving harmonious relations, and avoiding work stoppages. Discipline, grievance handling, and collective bargaining are examined as important functions in industrial relations.
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The document outlines the grievance process, including:
1) The purpose is to allow employees and management to resolve workplace problems through open communication.
2) Steps include an oral grievance, written grievance, appeal to Employee Relations, and possible arbitration.
3) Management should investigate complaints thoroughly, treat employees fairly, and respond to grievances in a timely manner to prevent issues from escalating.
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Part of the webinar series:
ALTERNATIVE DISPUTE RESOLUTION - 101 2022
See more at https://www.financialpoise.com/webinars/
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2. CONTENTS OF PRESENTATION
● The Troubled Employee
● Symptoms of Troubled Employee
● Grievance and Complaint Distinguished
● The Supervisor and Individual Grievances
● Preventing Grievances
● Grievance Procedure
● Important Points to Remember
● Presentation of Grievances
● Voluntary Arbitration
● Common Types of Evidence
● Arbitration of Hearing
● Authority of an Arbitrator
4. In any employment situation there are likely to be instances when
employment are far from satisfactory to them. These dissatisfaction must
be detected promptly and corrections made whenever possible. If the
dissatisfactions of an employee go unheeded or if the conditions causing
them are not corrected, the irritation is likely to grow and lead to
unsatisfactory attitudes and reduced efficiency on the part of employee
other than the individual concerned.
5. The Troubled Employee
● Undoubtedly, most troubles encountered by employees affect the
business performance and could give rise to short-range problems and
long-range conditions.
● Death of course is the most traumatic of all the troubles that envelop an
employee.
● Other problems are those involving in drug addiction, compulsive
gambling, mental breakdown, and others.
7. ● Sullenness
● Moodiness
● Worrying
● Lack of cooperation
● Indifference
● Insubordination
● Decrease in the quantity and quality of work
● Absence
THE MOST COMMON SIGNS:
8. COMPLAINT- IS ANY EXPRESSION OF DISCONTENT ON THE PART OF THE EMPLOYEE
GRIEVANCE
- REFERS TO THE IMPROPER TREATMENT IN TERMS OF THE LABOR AGREEMENT AND
TYPICALLY INVOLVES SUCH MATTERS AS WAGES, JOB CLASSIFICATION, LAYOFFS,
PROMOTIONS, TRANSFERS, AND LOSS OF SENIORITY.
- REFERS TO ANY DISSATISFACTION THAT IS EXPRESSED OR KEPT BY THEM.
- IS ANY QUESTIONS BY EITHER THE EMPLOYEE OR THE UNION REGARDING THE
INTERPRETATION OR APPLICATION OF THE COLLECTIVE BARGAINING AGREEMENT OR
COMPANY PERSONNEL POLICIES OR ANY CLAIM BY EITHER PARTY THE THE OTHER PARTY IS
IN VIOLATION OF THE PROVISION OF THE CBA OR COMPANY PERSONNEL POLICIES
GRIEVANCE AND COMPLAINT,
DISTINGUISH:
9. THE SUPERVISORY AND INDIVIDUAL GRIEVANCE:
A CONFLICT OF INTEREST MAY RESULT IN AN INDIVIDUAL OR A GROUP GRIEVANCE.
● INDIVIDUAL GRIEVANCE
● GROUP GRIEVANCE
11. ● Let each employee know how he is getting alone
● Credit must be given to whom it is due
● Inform employees of any planned changes
● Make the best possible use of each person’s ability
● Get the employee’s ideas
● A policy that is unfair must be relayed to management
13. 1. Supervisor should not have an
ivory-tower mentality
2. Corollary to the above, the
supervisor must also have an
open mind
3. Supervisor should refrain from
doing all the talking
4. Gather facts correctly
5. Put yourself in the shoes of the
complaining employee
6. Keep communications moving
7. Never take the gripes lightly or
for granted
15. The Grievance Procedure, according to the “Primer on
Grievance Settlement and Voluntary Arbitration” is
the series of formal steps that parties to a collective
bargaining agreement agree to take for the adjustment
of grievances or questions arising out of the
interpretation or implementation of the CBA or company
personnel policies including voluntary arbitration as the
terminal step.
16. In formulating an effective grievance procedure, the following
standards are suggested:
1. Collective bargaining agreements should contain provisions that grievances and disputes
involving the interpretation or application of the terms of the agreement are to be settled
without resort to strikes, lockouts, or other interruptions to normal operations.
2. To be effective, the procedure established for the settlement of such grievances and
disputes should meet at least the following standards:
a. The successive steps in procedure, the method of presenting grievance or disputes, and
the method of presenting grievance or disputes, and the method of taking appeal from
one step to another should be clearly stated in the agreement.
b. The procedure should be adaptable to the handling of various types of grievance and
disputes which come under the terms of the agreement.
17. c. The procedure should be designed to facilitate the settlement of grievances
and disputes as soon as possible as they arise to this end:
➢ The agreement should provide adequate stated time limits for the
presentation of grievances and disputes, the rendering of decisions, and the
taking of appeals.
➢ Issues should be clearly formulated at the earliest possible moment.
➢ Management and union should encourage their representatives to settle at
the lower steps grievances which do not involve broad questions of policy of
contract interpretation and should delegate sufficient authority to them to
accomplish this end.
➢ Provisions should be made for priority handling of grievances involving
discharge, suspension, or other disciplinary action.
18. 3. Management and unions should inform and train their representatives
in the proper functioning of the grievance procedure and in their
responsibilities.
19. Presentation of a Grievance
Grievances are ordinarily brought by the aggrieved employee, usually
with the union representative called the shop steward or grievance
officer, to the foremen either orally or in writing. Usually, a Grievance
Form is provided for the purpose.
20. processing of grievances involves a joint effort on;
1. Identification of the issue or issues involved
2. Developing its factual basis of background;
3. Determining the contract provisions involved:
4. Evaluating the merits of the grievance in the light of factual background
and applicable rules and
5. Working out a fair and just settlement.
21. VOLUNTARY ÁRBITRATION
Under Article 261 of the Labor Code, as amended, the following disputes are subject to the
original and exclusive jurisdiction of voluntary arbitrator or panel of voluntary arbitrators:
1) unresolved grievances arising from CBA interpretation or implementation. These
include CBA violations which are not gross in character, meaning, flagrant and/or malicious
refusal to comply with the economic provisions of the CBA;
2) unresolved grievances arising from personnel policy enforcement and
interpretation including disciplinary cases. These disputes are often referred to as "rights
disputes."
22. Common Types of Evidence.
The common types of evidence used in arbitration proceedings may vary from case to case
according to the question involved. There are however more or less specific types of evidence
required for each general type of case:
1. In disputes over the settling of general wage rates- the most important evidence is
documented statistical and economic data on such matters as prevailing practice, cost of
living, ability to pay and the like.
2. In discharge or discipline cases, the most important evidence generally comes in
the form of testimony of witnesses that will establish the facts that led to the disciplinary
action. If the issue is penalty determination, the past record of performance of employee and
evidence of past disciplinary action will be material.
3. In contract interpretation cases, the history of pre-contract
negotiations and the past practice of the parties in applying the disputed provision will be
important.
23. Arbitration Hearing
Arbitration hearing normally involves many, if not all, of the following steps:
A. The taking of the oath by the arbitrator and his opening statement.
B. bringing the statement of the issue in controversy by the parties.
C. stipulation of facts.
D. Presentation of evidence by the grievant. The voluntary arbitrator shall have a
wide latitude of discretion in determining the order of presentation. In disciplinary cases, it is
the party who disturbed the status quo in the relationship who will present the case. In cases
of contract interpretation, the statement shall be presented first by the initiating party.
E. Presentation of evidence by the other party
F. supplementary fact-finding procedures, such as ocular inspection.
G. Hearings and judgment in default Normal offer of evidence
H. Filing of briefs and reply briefs
I. Closing of Hearing
24. Authority of an Arbitrator
As a general rule, the authority of an arbitrator embraces or covers the following:
1. General authority to investigate and hear the case upon notice to the parties and to render an award
based on the contract and record of the case.
2. Incidental authority to perform all acts necessary to an adequate discharge of his duties and
responsibilities like setting and conduct hearing, attendance of witnesses and production of documents
and other evidences, fact-finding and other modes of discovery, reopening of hearing, etc.
3. Special powers in aid of his general contractual authority like the authority to determine arbitrability of
any particular dispute and to modify any provisions of existing agreement upon which a proposed change
is submitted for arbitration.
4. Arbitrators are free to participate personally in the hearing by
asking questions, seeking information, and exploring all angles which he deems necessary for a full
understanding of the case. He must take the initiative in reconciling apparent contradictions or in seeking
insights into the motives of those whose testimony is at odds.