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.
Grievance Management _ human Resource management Shivam Gupta
Grievance Management . subject human resource management. Helpful in understanding the employee conflicts with management. Presented by marketing management student managers of Sri Balaji Society
A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfaction that adversely affects organizational relations and productivity. To understand what a grievance is, it is necessary to distinguish between dissatisfaction, complaint, and grievance.
Grievance Management _ human Resource management Shivam Gupta
Grievance Management . subject human resource management. Helpful in understanding the employee conflicts with management. Presented by marketing management student managers of Sri Balaji Society
A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfaction that adversely affects organizational relations and productivity. To understand what a grievance is, it is necessary to distinguish between dissatisfaction, complaint, and grievance.
Industrial Relations and Trade Unions
Concept of Industrial Relations - Factors affecting industrial
relations, the importance of Industrial Relations, Collective
bargaining;
International Labour Organisation: Genesis, development and
dimensions, aims, and objectives, Organs of the International
Labour Organisation; Role of the Trade Unions in Modern
Industrial Society of India - Trade Union of Employers and
Workers, their forms and types in India.
Complaints are different from grievances in one way in human resource management. In this presentation, both are compared and contrasted. Moreover, the process of grievance is simply explained.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Industrial Relations and Trade Unions
Concept of Industrial Relations - Factors affecting industrial
relations, the importance of Industrial Relations, Collective
bargaining;
International Labour Organisation: Genesis, development and
dimensions, aims, and objectives, Organs of the International
Labour Organisation; Role of the Trade Unions in Modern
Industrial Society of India - Trade Union of Employers and
Workers, their forms and types in India.
Complaints are different from grievances in one way in human resource management. In this presentation, both are compared and contrasted. Moreover, the process of grievance is simply explained.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
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.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
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The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
1. Employee GrievancesPresented by :JONNALYN M. SANCHEZMAEd in Educational Management
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5. Grievance in unionized firms , it refers to any question by either the employer or the union regarding the interpretation of the collective bargaining agreement or company personnel policy or any claim by either party that the other party is in violation of any provision of the CBA or company personnel policy
6. Grievance in non- unionized firms , it defines as any discontent or sense of injustice, even criticisms that are never expressed by employees
7. Grievance referred to in Title VII- A of the Labor Code is a dispute or controversy between the employer and the collective bargaining agent arising from the interpretation or implementation of their CBA and/ or those arising from the interpretation or enforcement of company personnel policies, for the adjustment and resolution of which the parties have agreed to establish a machinery or a series of steps commencing from the lowest level of decision- making in the management hierarchy and usually terminating at the highest official of the company
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11. Grievance Procedures in Unionized Firms as Provided in their CBA 1. The employee who has a grievance or claim shall submit this to his immediate supervisor. 2. Submitting the grievance to the employee’s union representative.
12. Grievance Procedures in Unionized Firms as Provided in their CBA 3. Appealing the grievance to the top management representative with the top union officials. 4. Submitting the grievance to arbitration.
13. To reduce the grievances that are appealed, supervisors are encouraged to follow these recommendations: 1. Receive and treat all complaints seriously and give the employee a full hearing.
14. 2.Get the fact by handling each case as though it may eventually result in arbitration. This can be done by checking very angle of the complaint, checking the provision of the existing CBA, the company policy, Examining the employee’s record.
15. 3. Carefully examine all the evidence before making a decision. Avoid lengthy delays.
16. 4. Follow- up to make sure the plan of action is properly carried out by means of correcting conditions which could result in a similar grievance happening again.
17. Responsibility of the Union Steward and Foreman in Handling Grievances Union stewards and foreman must see to it that grievances are presented only when there is real basis for complaint or there is a need for a decision. If the stewards are convinced that the worker does not have a real case, it is better to tell him right away.
18. Responsibility of the Union Steward and Foreman in Handling Grievances The foreman or supervisor on the other hand , should be trained in the human relation aspect of their jobs. They should be ready to listen first before they start debating with the employees.
19. Arbitration is a quasi- judicial process in which the parties agree to submit an unresolved dispute to a neutral third party for binding settlement.
21. Scope of Voluntary Arbitration Unresolved Grievances arising from CBA . 2. Unresolved grievances arising from personnel policy enforcement and interpretation including disciplinary cases.
22. Scope of Voluntary Arbitration 3. Under Article 262 of the Labor Code, all other labor disputes including unfair labor practices and bargaining deadlocks may also be submitted to voluntary arbitration upon agreement of the parties
23. Scope of Voluntary Arbitration 4. All unresolved wage distortion cases as a result of the application of the wage orders issued by any Regional Tripartite Wages and Productivity Board in establishments where there is collective bargaining agreement or recognized laborunion.
24. Scope of Voluntary Arbitration 5. All unresolved disputes, grievance, or other matters arising from the interpretation and implementation of a productivity incentives program which remains unresolved within 20 calendar days from the time of the submission to labor management committees.
25. Voluntary Arbitrator defined as any person accredited by the National Conciliation and Mediation Board, or anyone named or designated in the CBA by the parties, to act as their voluntary arbitrator.
26. Authority of an Arbitrator 1. General Authority to investigate and hear the case upon notice of the parties and to render a decision based on the contract and record of the case.
27. Authority of an Arbitrator 2. Incidental authority to perform all acts necessary to an adequate discharge of his duties and responsibilities like setting and conducting of hearing, attendance of witnesses and proof documents and other evidences, fact finding and other modes of discovery, reopening of hearing, etc.
28. Authority of an Arbitrator 3. Special power in aid of his general contractual authority like the authority to determine arbitration of any particular dispute and to modify any provision of the existing agreement upon which a proposed change is submitted to arbitration.
29. Processing the Grievance 1. Identification of the issue or issues involved 2. Developing its factual basis or background. 3. Determining the contract provisions involved. 4. Evaluating the merits of the grievance in the light of the factual background and applicable rules. 5. Working out a fair and just settlement.
30. Grievance Procedures in Non- unionized Firms 1. Presentation of employee problem/s to the foreman or supervisor who is expected to settle the problem within the specified period.
31. Grievance Procedures in Non- unionized Firms 2. If not satisfied, the employee can elevate the complaint to the next higher level to resolve the grievance.
32. Grievance Procedures in Non- unionized Firms 3. The problem or case may be taken to arbitration for final decision if no satisfactory solution has been reached by the above procedures.