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GRIEVANCE MACHINERY LAC SESSION WCNHS.pptx
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- 2. We have aproblem!
- 4. What is GRIEVANCE? expressionof dissatisfaction, often arising from a perceived unfair treatment or violation of rights in the workplace or other settings.
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- 6. What is GRIEVANCE? Dissatisfaction maybedefined as anything that disturbs an employee, whether or not such unrest is expressed in word e.g. teachers may be upset because they are suddenly instructed to observe regular hours
- 7. What is GRIEVANCE? Complaint aspoken or written dissatisfaction, brought to the attention of the supervisor and the union leader. The complaint may or may not specially assign a cause for dissatisfaction.
- 8. What is GRIEVANCE? Grievance Itis simply a complaint, which has been formally presented in writing, however for most of the people, the word “grievance” suggests a complaint that has been ignored, overridden or dismissed without due consideration.
- 9. DEPED ORDER NO.35, S. 2004 “REVISION OF THE GRIEVANCE MACHINERY OF THE DEPARTMENT OF EDUCATION”
- 10. Objective Of Grievance Machinery 1.Determine or provide the best way to remedy the specific cause or causes of the grievance. 2. Help promote wholesome and desirable employee relations in the department to prevent employee discontent and dissatisfaction.
- 11. Objective Of Grievance Machinery 3.Create a work atmosphere that is conducive to good supervisor- employee relations and improves employee morale, the machinery must aim to: a. Activate and strengthen the Department’s existing grievance machinery; b. Settle grievances at the lowest possible level in the Department; and c. Provide a catalyst for the development of
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- 13. Basic Policies 1. Agrievance shall be resolved expeditiously at all times at the lowest level possible. However, if not settled at the lowest level possible, an aggrieved party shall present his/her grievance step by step following the hierarchy of positions.
- 14. Basic Policies 2. Theaggrieved party shall be assured freedom from coercion, discrimination, reprisal, and biased action on the grievance.
- 15. Basic Policies 3. Grievanceproceedings shall not be bound by legal rules and technicalities. Even verbal grievance must be acted upon expeditiously. The services of a legal counsel shall not be allowed.
- 16. Basic Policies 4. Thehead of agency shall ensure equal opportunities for men and women to be represented in the grievance committee.
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- 18. Definition of Terms Grievance -refers to a work discontentment or dissatisfaction which have been expressed verbally or in writing and which, in the aggrieved employee’s opinion, has been ignored or dropped without due consideration
- 19. Definition of Terms Grievance Machinery -a system or method of determining and finding the best way to address the specific cause or causes of grievance.
- 20. SCOPE The Grievance Machineryshall apply to all levels of officials and employees in the Department of Education (DepEd), including non- career employees whenever applicable.
- 21. Non-implementation of policies,practices and procedures on economic and financial issues and other terms and conditions of employment fixed by law including salaries, incentives, working hours, leave benefits such as delay in the processing of overtime pay, unreasonable withholding of salaries and inaction on application for leave. SCOPE 1
- 22. Non-implementation of policies,practices which affect employees from recruitment to promotion, detail, transfer, retirement, termination, lay-offs and other related issues that affect them such as failure to observe selection process in appointment and undue delay in the processing of retirement papers. SCOPE 2
- 23. Inadequate physical working conditionssuch as lack of proper ventilation in the workplace, and insufficient facilities and equipment necessary for the safety and protection of employees whose nature and place of work are classified as high risk or hazardous; SCOPE 3
- 24. Poor interpersonal relationships and linkages; SCOPE 4 Proteston appointments 5
- 25. All other mattersgiving rise to employee dissatisfaction and discontentment outside of those cases enumerated above. SCOPE 6
- 26. SCOPE The following shallnot be acted upon through the grievance machinery:
- 27. Disciplinary cases which shallbe resolved pursuant to the Revised Rules and Procedures of Administrative Disciplinary Cases ( DepEd Order no. 49, s. 2006 ); NOT INTENDED FOR 1
- 28. Such as: - Graftand Corruption Practices - Discourtesy - Dishonesty - Immorality - Misconduct - Drunkenness - Tardiness and Absences NOT INTENDED FOR 1
- 31. Sexual harassment cases asprovided for in RA 7877 NOT INTENDED FOR 2 Union-related issues and concerns 3
- 32. IN SAID CASES •The personnel concerned should REPORT the same to the Division Office • make preventive measures
- 33. • The Departmentshall establish separate grievance committees in the central region and divisions and district offices and in schools. • Only permanent officials and employees shall be appointed or elected as members of the grievance committee. GRIEVANCE COMMITTEE
- 34. • In theappointment or election of the committee members, their integrity, probity, sincerity, and credibility shall be considered. • Officials who to take action on a grievance brought to their attention shall be liable for neglect of duty in accordance with civil service laws, rules and regulations. GRIEVANCE COMMITTEE
- 35. GRIEVANCE COMMITTEES IN THEDEPARTMENT OF EDUCATION; THEIR COMPOSITION & RESPONSIBILITIES
- 36. School Grievance Committee GRIEVANCECOMMITTEES - Principal or Head Teacher - President of the Faculty Club - A teacher who is acceptable to both the aggrieved party and the object of the grievance to be appointed by the Principal or Head Teacher
- 37. District Grievance Committee GRIEVANCECOMMITTEES - District Supervisor/Coordinator or his/her designated representative - Principal of the school where the grievance originated - President of the District Teachers’ Association or his or her designated representative.
- 38. Schools Division GrievanceCommittee GRIEVANCE COMMITTEES - Schools Division Superintendent or his or her designated representative - District Supervisor/Chair/ Coordinator of the district where the grievance originated - The President of the Schools Division Teachers Association or his or her designated representative.
- 39. Department Grievance Committee GRIEVANCECOMMITTEES - Highest official responsible for Human Resource Management - Two (2) Division Chiefs, one from the OSEC proper and one from the bureaus to be chosen from among themselves - Two (2) division chiefs to be chosen among themselves - Two (2) members of the rank and file, one from the first level and another from the second level, to be nominated by the accredited or recognized employees union. The first level representative shall participate in the resolution of the grievance of first level employees while the second level representative shall participate in the resolution of the grievance of second level employees. The two (2) representatives from the rank and file shall serve for a term of two (2) years. - Designated Bilis Aksyon Partner
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- 42. 1. DISCUSSION WITHIMMEDIATE SUPERVISOR The employee/aggrieved party shall present his/her grievance orally or in writing to his/her immediate supervisor, who shall, within three (3) days from the date of presentation, inform the employee orally of his or her decision. GRIEVANCE PROCEDURE
- 43. 1. DISCUSSION WITHIMMEDIATE SUPERVISOR In the oral discussion, the following shall be observed: a. The employee/aggrieved party shall be put at ease – Every effort shall be exerted to make the employee who has a grievance feel at ease during the oral discussion. b. The employee/aggrieved party shall be encouraged to talk – The employee shall be allowed to tell or explain his/her side during the oral discussion. GRIEVANCE PROCEDURE
- 44. 1. DISCUSSION WITHIMMEDIATE SUPERVISOR In the oral discussion, the following shall be observed: c. Privacy in discussion – The oral discussion shall be held in private in a quiet and secluded spot where the conversation cannot be interrupted or overheard. d. The case shall be heard fully – The supervisor shall seek to keep his/her views and opinions entirely to himself/herself until after the employee has explained his/her-side during the oral discussion. GRIEVANCE PROCEDURE
- 45. 1. DISCUSSION WITHIMMEDIATE SUPERVISOR In the oral discussion, the following shall be observed: e. A definite decision shall be reached – At the end of the discussion, the supervisor must be prepared to state his/her position clearly and accurately based on the merits of the grievance. He/She need not immediately give a definite decision, but the decision shall be rendered within three (3) days from the presentation of the grievance. GRIEVANCE PROCEDURE
- 46. 2. APPEAL TOTHE HIGHER SUPERVISOR GRIEVANCE PROCEDURE If the aggrieved party is not satisfied with the verbal decision, he or she may submit the grievance in writing, within five (5) days to the next higher supervisor who shall render his or her decision within five (5) working days from receipt of the grievance.
- 47. 3. APPEAL TOTHE GRIEVANCE COMMITTEE GRIEVANCE PROCEDURE The decision of the next higher supervisor may be elevated to the grievance committee within five (5) working days from receipt of the decision of the next higher supervisor. The grievance committee may conduct an investigation and hearing within ten (10) working days from receipt of the grievance and render a decision within five (5) working days after the investigation. Provided, however, that where the object of the grievance is the grievance committee, the aggrieved party may submit the grievance to the Office of the Secretary, through the Undersecretary for Legal Affairs.
- 48. 4. APPEAL TOTHE OFFICE OF THE SECRETARY GRIEVANCE PROCEDURE If the aggrieved party is not satisfied with the decision of the grievance committee, he/she may elevate his/her grievance within five (5) working days from receipt of the decision to the Office of the Secretary through the Undersecretary for Legal Affairs who shall make the decision within ten (10) working days after the grievance. Provided, however, that where the object of the grievance is the Secretary, the aggrieved party may bring his/her grievance directly to the Civil Service Commission Regional Office.
- 49. 5. APPEAL TOTHE CIVIL SERVICE COMMISSION REGIONAL OFFICE GRIEVANCE PROCEDURE If the aggrieved party is not satisfied with the decision of top management, he or she may appeal or elevate his or her grievance to the Civil Service Commission Regional Office concerned within fifteen (15) working days from the receipt of such decision. The aggrieved party shall submit a Certification on the Final Action on the Grievance (CFAG) together with the appeal. The Civil Service Commission Regional Office shall rule on the appeal in accordance with existing civil service law, rules and regulations.
- 51. DECISION OF THE GRIEVANCECOMMITEE
- 52. The decision shallbe in writing and shall contain all relevant facts and circumstances as well as the law or rule that was applied. DECISION
- 53. RESPONSIBILITY OF THE GRIEVANCECOMMITEE
- 54. - Establish itsown procedures and strategies. Membership in the grievance committee shall be considered part of the members’ regular duties; - Develop and implement pro-active measures or activities- to prevent grievance such as an employee assembly which shall be conducted at least once every quarter, “talakayan”, counseling and other HRD interventions. Minutes of the proceedings of these activities shall be documented for audit purposes; - Conduct continuing information drive on the Grievance Machinery among officials and employees; - Conduct dialogue between and among the parties involved; RESPONSIBILITY
- 55. - Direct thedocumentation of the grievance including the preparation and signing of written agreements reached by the parties involved; - Issue final certification on the Final Action on the Grievance (CFAG). which shall contain, among other things, the history and final action taken by the agency on the grievance; and - Submit a quarterly report of its accomplishments and status of unresolved grievances to the Civil Service Commission Regional Office concerned. RESPONSIBILITY
- 58. "Grievances, when nursed, growinto monsters of bitterness, but when aired and addressed, they often dissolve into understanding." — Unknown
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Editor's Notes
- #1 When you hear about the word Grievance what word comes first in your mind?
- #2 Yes. Problem. We have lots of problems.. At home at work, in our personal lives, etc.
- #3 But may I just remind you of this beautiful quote I found online. It says… So today im gonna share to you all bout how to deal with our problems at work.
- #4 Expressions such as problem, discontentment, dissatisfaction, etc. can be used to describe a grievance. However please note that dissatisfaction or discontent per se is not a grievance. They initially find expression in the form of a complaint. When a complaint remains unattended and the employee concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status of a grievance.
- #5 Expressions such as problem, discontentment, dissatisfaction, etc. can be used to describe a grievance. However please note that dissatisfaction or discontent per se is not a grievance. They initially find expression in the form of a complaint. When a complaint remains unattended and the employee concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status of a grievance.
- #10 So, the agenda of my report is to give you the discussions about: This covers my topic and the rest will be for mam mercy. Before we proceed, allow me to show you a quote from JIM ROHN that says…
- #11 So, the agenda of my report is to give you the discussions about: This covers my topic and the rest will be for mam mercy. Before we proceed, allow me to show you a quote from JIM ROHN that says…
- #12 Strategic management can be defined in many ways.. One is..
- #17 Strategic management can be defined in many ways.. One is..
- #18 What do we mean by blue print? It means a detailed plan or program of action Strategy becomes the blue print of decisions in an organization that shows its objectives and goals, reduces the key policies, and plans for achieving these goals the type of economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers and society at large. It defines the overall mission, vision and direction of an organization. The objective of a strategy is to maximize an organization’s strengths and to minimize the strengths of the competitors. Strategy in short… So how can we employ a good strategy? Let’s talk about strategic management.
- #19 What do we mean by blue print? It means a detailed plan or program of action Strategy becomes the blue print of decisions in an organization that shows its objectives and goals, reduces the key policies, and plans for achieving these goals the type of economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers and society at large. It defines the overall mission, vision and direction of an organization. The objective of a strategy is to maximize an organization’s strengths and to minimize the strengths of the competitors. Strategy in short… So how can we employ a good strategy? Let’s talk about strategic management.
- #20 There are some of basic strategic management key terms that need to be considered at the beginning in order to completely understand strategic management. These strategic management key terms are eight in numbers and are the base of strategic management.
- #21 Et us start with strategists. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help an organization gather, analyze, and organize information.
- #22 Et us start with strategists. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help an organization gather, analyze, and organize information.
- #23 Et us start with strategists. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help an organization gather, analyze, and organize information.
- #24 Et us start with strategists. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help an organization gather, analyze, and organize information.
- #25 Et us start with strategists. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help an organization gather, analyze, and organize information.
- #32 So what are the 5 Ps of Strategy? Mintzberg first wrote about the concept in 1987. Each of the 5 Ps represents a different approach to strategy. They are Let us look at it specifically
- #33 Why is Strategic Management Process Important? When properly conceived and implemented, SMP creates value for the organization by focusing on and assessing opportunities and threats, then leveraging its strengths and weaknesses to help it survive, grow, and expand.
- #34 Why is Strategic Management Process Important? When properly conceived and implemented, SMP creates value for the organization by focusing on and assessing opportunities and threats, then leveraging its strengths and weaknesses to help it survive, grow, and expand.
- #35 His time let us go to the Strategic Management Process.
- #36 Strategy as a Plan Planning comes naturally to many managers and as such, has become the default first step. Planning is an essential part of the strategy formulation process, so take time to Brainstorm new opportunities. Tools like PEST Analysis, SWOT Analysis and practical business planning can help you to formulate an effective strategy. The problem with planning, however, is that it's not enough on its own. This is where the other four Ps come into play.
- #37 Strategy as a Plan Planning comes naturally to many managers and as such, has become the default first step. Planning is an essential part of the strategy formulation process, so take time to Brainstorm new opportunities. Tools like PEST Analysis, SWOT Analysis and practical business planning can help you to formulate an effective strategy. The problem with planning, however, is that it's not enough on its own. This is where the other four Ps come into play.
- #38 Strategy as a Plan Planning comes naturally to many managers and as such, has become the default first step. Planning is an essential part of the strategy formulation process, so take time to Brainstorm new opportunities. Tools like PEST Analysis, SWOT Analysis and practical business planning can help you to formulate an effective strategy. The problem with planning, however, is that it's not enough on its own. This is where the other four Ps come into play.
- #39 Strategy as a Plan Planning comes naturally to many managers and as such, has become the default first step. Planning is an essential part of the strategy formulation process, so take time to Brainstorm new opportunities. Tools like PEST Analysis, SWOT Analysis and practical business planning can help you to formulate an effective strategy. The problem with planning, however, is that it's not enough on its own. This is where the other four Ps come into play.
- #40 So what are the 5 Ps of Strategy? Mintzberg first wrote about the concept in 1987. Each of the 5 Ps represents a different approach to strategy. They are Let us look at it specifically
- #41 His time let us go to the Strategic Management Process.
- #42 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #43 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #44 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #45 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #46 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #47 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #48 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #49 The vision will include short-term and long-term objectives, the processes by which they can be accomplished, and the persons responsible for implementing each task that culminates in the set goals.
- #51 His time let us go to the Strategic Management Process.
- #53 His time let us go to the Strategic Management Process.