Grievances in firms,stages(Initial stage, intermediate stage,Organizational level,Third party mediation),Grievances Procedure,conciliation, Method of Identity(Direct observation,Grip Box, Open door policy,Exit Interview)

1. HUMAN
RESOURCE
MANAGEMENT
ANDRIL JERISH S
MBA

2. GRIEVANCE REDRESSAL

4. FACTORS
Improper working condition
Unsafe workplace
Overtime
Transfer
Manager behaviour
Strict production standards
Violation of rules and
regulation

5. STAGES:
 Initial level
 Intermediate stage
 Organization level
 Third-party mediation:

6. INITIAL STAGES
 The greatest opportunity to redress a grievance
is to resolve it at the initial level at which it
occurs.
 A worker‘s grievance should be resolved by their
immediate boss, the first-line supervisor.
 The first stage of the procedure usually involves
three persons—the aggrieved employee, his
immediate boss and the union representative.
 It is possible to involve the union in laying down
the framework of the grievance procedure and
thereafter restrain union involvement in the
actual process, at least in the first two stages.
 Supervisory role needs to be strengthened, with
appropriate training in problem-solving skills,
grievance handling, and counselling.

7. INTERMEDIATE STAGE
 If the dispute is not redressed at the
initial state at supervisor‘s level, it is
usually referred to the head of the
concerned department
 It is important that the management
assumes prime responsibility for the
settlement of a grievance.
 At the intermediate level, grievance
can be settled with or without union
involvement.

8. ORGANIZATIONAL LEVEL
 If a grievance is not settled at the
intermediate level also, it can be
referred to the top management.
 Usually, a person of a level not less
than the general manager designated
for the purpose directly handles the
issue.
 At this level, it is very difficult to
reconcile the conflicting interests.

9. Third-party mediation:
 If the grievance has not been settled bilaterally within
the organization, it goes to a third party for mediation.
Arbitration or adjudication or the matter may even be
referred to a labour court.
 At this stage, the parties concerned lose control over
the way the grievance is settled.
 In case of mediation (conciliation or arbitration), the
mediator has no authority to decide, but incase of the
labour court or an adjudicator, the decision will be
binding on the parties, subject to statutory provisions for
appeal to higher courts.
 At any stage of the grievance machinery, the dispute
must be handled by some members of the
management.
 In grievance redressal, responsibility lies largely with
the management. And, as already discussed,
grievances should be settled promptly at the first stage
itself.

13. METHODS TO IDENTIFY
Directive observation
Grip boxes(suggestion box)
Open door policy
Exit interview

14. Directive observation
 Knowledge of human behaviour is
requisite quality of every good manager.
 From the changed behaviour of
employees, he should be able to predict
the causes of grievances.
 This he can do without its knowledge to
the employee.
 This method will give general pattern of
grievances. In addition to normal routine,
periodic interviews with the employees,
group meetings and collective.

15. Grip boxes
 The boxes (like suggestion boxes) are
placed at easily accessible spots to most
employees in the organisation.
 The employees can file anonymous
complaints about their dissatisfaction in
theseboxes.
 Due to the fear of managerial action is
avoided.
 Moreover management‘s interest is also
limited to the free and fair views of
employees.

16. Open door policy
 Most democratic by nature, the policy is
preached most but practiced very rarely
in Indian organizations.
 But this method will be more useful in
absence of an effective grievance
procedure,
 otherwise the organisation will do well to
have a grievance procedure.
 Open door policy demands that the
employees, even at the lowest rank,
should have easy access to the chief
executive to get his grievances
redressed.

17. Exit interview
 Higher employee turnover is a problem
of every organisation.
 Employees leave the organisation either
due to dissatisfaction or for better
prospects.
 Exit interviews may be conducted to
know the reasons for leaving the job
 Properly conducted exit interviews can
provide significant information about the
strengths and weaknesses of the
organisation and can pave way for
further improving the management
policies for its labour force.

18. THANK YOU