This document discusses the management of grievances in the workplace. It defines grievances as formal complaints registered according to a grievance procedure between employees and management regarding employment conditions. The document outlines the causes of grievances, including economic, work environment, supervision and organizational factors. It also describes the benefits of having a formal grievance handling procedure, such as encouraging employees to raise issues, providing a fair resolution process, and building trust in the organization. Key aspects of an effective grievance procedure discussed are fairness, representation facilities, clear steps and promptness.

1. MANAGEMENT OF GRIEVANCESMANAGEMENT OF GRIEVANCES
DISSATISFACTION , COMPLAINT &DISSATISFACTION , COMPLAINT &
GRIEVANCESGRIEVANCES
Dissatisfaction :Anything that disturbs an employee ,
whether or not the unrest is expressed in words.
Complaint : A spoken or written dissatisfaction brought
to the attention of the supervisor or the Shop Steward
( In – Charge ).
Grievance : A complaint that has been formally
presented to a Management Representitive or to a
Union Official

2. Some Definitions of GrievancesSome Definitions of Grievances
1. A grievance is a formal dispute between an1. A grievance is a formal dispute between an
employee & management on the conditions ofemployee & management on the conditions of
employment.employment.
2.Grievances are complaints that have been2.Grievances are complaints that have been
formally registered in accordance with theformally registered in accordance with the
grievance procedure.grievance procedure.
3. A grievance is any dissatisfaction or feeling of3. A grievance is any dissatisfaction or feeling of
injustice in connection with one’s employmentinjustice in connection with one’s employment
situation that is brought to the attention of thesituation that is brought to the attention of the
management.management.

3. Features of GrievancesFeatures of Grievances
1.Discontent or Dissatisfaction.1.Discontent or Dissatisfaction.
2. Dissatisfaction must arise out of employment2. Dissatisfaction must arise out of employment
& not due to personal reasons.& not due to personal reasons.
3. The discontentment can arise out of real or3. The discontentment can arise out of real or
imaginary reasons.imaginary reasons.
4. The discontent may be voiced or unvoiced but4. The discontent may be voiced or unvoiced but
it must expression in some form.it must expression in some form.
5. Broadly speaking a grievance is noticeable &5. Broadly speaking a grievance is noticeable &
traceable to real or perceived non-fulfillment oftraceable to real or perceived non-fulfillment of
one’s expectations.one’s expectations.

4. FORMS OF GRIEVANCESFORMS OF GRIEVANCES
a) FACTUAL.a) FACTUAL.
b) IMAGINARY.b) IMAGINARY.
c) DISGUISED.c) DISGUISED.

5. REASONS FOR GRIEVANCESREASONS FOR GRIEVANCES
1. ECONOMIC.1. ECONOMIC.
2. WORK ENVIRONMENT.2. WORK ENVIRONMENT.
3. SUPERVISION.3. SUPERVISION.
4. WORK GROUP.4. WORK GROUP.
5. MISCELLANEOUS5. MISCELLANEOUS..

6. HUMAN ASPECTSHUMAN ASPECTS
1. Work Environment : Light , space ,heat.1. Work Environment : Light , space ,heat.
2. Use of equipment : Tools / Poor Maint.2. Use of equipment : Tools / Poor Maint.
3. Supervisory Practices.3. Supervisory Practices.
4. Personality clashes.4. Personality clashes.
5. Managers’ Behavior.5. Managers’ Behavior.
6. Refused requests.6. Refused requests.
Problems wits pay / allowances.Problems wits pay / allowances.
7. Perceived inequalities in treatment : Pay7. Perceived inequalities in treatment : Pay
,appeals against performance related awards.,appeals against performance related awards.
8. Organizational Change.8. Organizational Change.

7. EFFECT OF GRIEVANCESEFFECT OF GRIEVANCES
1.1. On ProductionOn Production : Low quality of production ,: Low quality of production ,
Low productivity , Increase in wastage , IncreaseLow productivity , Increase in wastage , Increase
in cost of productionin cost of production
2.2. On EmployeesOn Employees : Increased absenteeism ,: Increased absenteeism ,
Reduction in level of commitment , Increase inReduction in level of commitment , Increase in
accidents , Reduced level of employee morale.accidents , Reduced level of employee morale.
3.3. On ManagersOn Managers : Strained superior –: Strained superior –
subordinate relations , Need for increasedsubordinate relations , Need for increased
supervision/control & follow up Increase insupervision/control & follow up Increase in
unrest ,thereby machinery to maintain industrialunrest ,thereby machinery to maintain industrial
peace.peace.

8. BENEFITS OF GRIEVANCE HANDLINGBENEFITS OF GRIEVANCE HANDLING
PROCEDURESPROCEDURES
1. It encourages employees to raise concerns1. It encourages employees to raise concerns
without fear of reprisal.without fear of reprisal.
2. It provides a fair & speedy means of dealing2. It provides a fair & speedy means of dealing
of grievances.of grievances.
3. It prevents minor disagreements developing3. It prevents minor disagreements developing
into more serious disputes.into more serious disputes.
4. It saves employer’s time & money as4. It saves employer’s time & money as
solutions are found for workplace problems.solutions are found for workplace problems.
5. It helps build in organisational climate based5. It helps build in organisational climate based
on openness and trust.on openness and trust.

9. OBJECTIVES OF GRIEVANCE HANDLINGOBJECTIVES OF GRIEVANCE HANDLING
PROCEDURESPROCEDURES
1. To enable employee to air his/her grievance.1. To enable employee to air his/her grievance.
2. To clarify the nature of grievance.2. To clarify the nature of grievance.
3. To investigate the reasons of dissatisfaction.3. To investigate the reasons of dissatisfaction.
4. To obtain where possible a speedy resolution4. To obtain where possible a speedy resolution
to the porblem.to the porblem.
5. To take appropriate actions & ensure that the5. To take appropriate actions & ensure that the
promises are kept.promises are kept.
6. To inform the employee his /her right to voice6. To inform the employee his /her right to voice
the grievance & take it to next stage of thethe grievance & take it to next stage of the
procedure.procedure.

10. KEY FEATURES OF A GOOD GRIEVANCEKEY FEATURES OF A GOOD GRIEVANCE
HANDLING PROCEDUREHANDLING PROCEDURE
1. FAIRNESS.1. FAIRNESS.
2. FACILITIES FOR REPRESENTATION.2. FACILITIES FOR REPRESENTATION.
3. PROCEDURAL STEPS.3. PROCEDURAL STEPS.
4. PROMPTNESS.4. PROMPTNESS.

11. DISCOVERY OF GRIEVANCESDISCOVERY OF GRIEVANCES
a) Observation.a) Observation.
b) Grievance procedure.b) Grievance procedure.
c) Gripe Boxes.c) Gripe Boxes.
d) Open Door Policy.d) Open Door Policy.
e) Exit Interview.e) Exit Interview.
f) Opinion Survey.f) Opinion Survey.

12. ESSENTIAL PREREQUISITES OF AESSENTIAL PREREQUISITES OF A
GRIEVANCE REDRESSAL PROCEDUREGRIEVANCE REDRESSAL PROCEDURE
1. Conformity withstatutory provisions.1. Conformity withstatutory provisions.
2. Unambiguous.2. Unambiguous.
3. Simplicity.3. Simplicity.
4. Promptness.4. Promptness.
5. Training.5. Training.
6. Follow up.6. Follow up.

13. STEPS IN GRIEVANCE REDRESSALSTEPS IN GRIEVANCE REDRESSAL
PROCEDUREPROCEDURE
1. Identify grievance at the earliest.1. Identify grievance at the earliest.
2. Define the grievance correctly.2. Define the grievance correctly.
3. Collect data.3. Collect data.
4. Prompt Redressal.4. Prompt Redressal.
5. Implement and follow up.5. Implement and follow up.