This document discusses employees' grievances and discipline procedures. It defines grievances as employee complaints about unfair treatment and outlines types of grievances including factual, imaginary, and disguised. Common grievance causes and methods for handling grievances such as open door policies, legal compliance, and grievance procedures involving multiple steps are also described. The document then defines employee discipline as regulating behavior through adherence to rules. Causes of disciplinary problems related to attendance, job performance, dishonesty, and outside activities are listed. Guidelines for administering discipline in a corrective and progressive manner are provided, as are examples of potential disciplinary actions ranging from oral warnings to dismissal.

1. Employees Grievances and Disciplines
HUMAN RESOURCE MANAGEMENT
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2. CONTENT
 Employees Grievances
 Concept
 Handling Grievances
 Employee Discipline
 Concept
 Causes
 Process of managing Discipline
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3. Employees Grievances
 Employee’s perception of unfair treatment on the job.
 Lead to feelings of discontent or dissatisfaction
 Mainly result from differences in employee expectations and
managerial practices relating to conditions of employment.
 When Employee’s complaint is brought to the notice of
management, it becomes a grievance.
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4. Types of Grievances
 Factual
 Based on fact.
 They arise from nonfulfillment of service conditions and faulty
implementation of human resource policies.
 Imaginary
 Based on expectations of employees.
 They arise from ambiguities in service conditions.
 The organization is not obliged to fulfill such expectations.
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5. Continue……
 Disguised
 Arise from hidden reasons which are ignored by organizations.
 Eg. An employee complaining about working conditions may be
dissatisfied with a supervisor.
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6. Causes of Grievances
 Interpretation Differences
 Management Practices
 Labour Union practices
 Personality Traits
 Organization Culture
 Working Conditions
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7. Handling Employee Grievances
Open Door policy
Legal Compliance
Grievance Procedure
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8. Open Door policy
 The employees are invited to walk-in any time and express their grievances
to higher levels of management.
 The problem is resolved in a mutually satisfying way.
 Some organizations adopt the counseling procedure for handling
grievance.
 They try to understand employee’s psychological and make him realize
where the problem lies.
 Promotes upward communication from employees to management.
 Suitable for small organizations.
 It takes time and cost.
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9. Legal Compliance
 Management takes a legalistic view in handling grievances.
 It strictly follows the contract with unions and employees.
 The process of handling grievances is specified in the contract.
 Generally, grievances are related to interpretation of the contract.
 Simple to understand and easy to administer . However it ignores
grievances resulting from situations not provided in the contract.
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10. Grievance Procedure
 It is the formal organizational mechanism for dealing with employee grievances.
 An employee can take his grievances to successively higher levels of management for redressed .
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Step 1
•Grievant-supervisor
•(Verbal complaint)
Step 2
•Grievant-Department Head
•(Written complaint)
Step 3
•Grievant-Grievance Committee
•(Appeal for revision)
Step 4
•Grievant-Top Management
•(Appeal for revision)
Step 5
•Voluntary Arbitration (Third Party)
•(Referred for Arbitration)

11. Employee Discipline
 Employee discipline is needed for effective human resource management.
 No organization can be effective without discipline at all levels of employees.
 Discipline regulates the behavior of employees.
 It is necessary condition of orderly behavior.
 Discipline implies orderliness . Discipline is the result of employee behavior.
 It means adherence to rules, regulations, procedures and standards of acceptable
behavior in the organization.
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12. Types of disciplinary problems(Causes)
Disciplinary
Problems
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Attendance Related
 Late for work
 Absenteeism
 Leaving work without permission
 Habitual tardiness
 Abuse of leave
Job Behavior Related
 Insubordination
 Defective work
 Drunk on the job
 Destruction of property
 Fighting on the job
Dishonesty Related
 Theft
 Information falsification
 Subversive Activity
 Punching time card of others
 Concealing Defective work
Outside activities related
 Unauthorized strike
 Working for competing firms
 Outside criminal activities
 Embarrassing speeches
 Wage Garnishing

13. Guidelines in administering Discipline
 Discipline should be corrective
 The objective of disciplinary actions should be to correct undesirable of
the employees rather than punishment .
 Discipline should be progressive
 A typical progressive disciplinary action should be:
 Oral warning , followed by Written warning , followed by Suspension ,
followed by demotion , followed by dismissal, as a last step.
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14. Continue…..
 Discipline should follow the ” hot stove ” rule(McGregor’s Rule)
 Disciplinary actions should immediately follow the violation of discipline.
 Employee should be given advance warning before initiating disciplinary action.
 Disciplinary action should be fair . It should be consistent for the same type of offences.
 Disciplinary action should be impersonal . It should be directed at the offence, not the
employee.
 Allow employee to give explanation
 Employee should be given an opportunity to explain his position before the disciplinary action is
initiated . He should be patiently heard.
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15. Disciplinary Actions
Oral
Warning
Written
warning
suspension Pay cut Demotion Dismissal
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16. “
”
Thank You
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