This document discusses employee-employer relationships, discipline management, and grievance procedures. It covers topics such as the conditions for a good employee-employer relationship, the registration process for trade unions, collective bargaining procedures, disciplinary actions and procedures, the nature and sources of grievances, and the two-step grievance handling process. Key aspects of discipline management covered include types of discipline problems, causes of indiscipline, approaches to disciplinary actions, and factors to consider in taking disciplinary actions.

1. Employee-employer Relationship, Discipline
Management, Grievance Procedure
By Group: 5

2. Team Members
Name ID
Souman Guha 16241002
Sazzad Hossain Khan 16241008
Mourin Rahman 16241022
Arafat Alam Khan 16241054
Tamzid Hossain 16241042
Mourshed Alam Zoha 16241032
Rasheek Tabassum
Mondira
16241040

3. Topics will be discussed
• Employee and Employer Relationship
• Conditions for good employee/employer Relation
• Steps of Registration of the Trade Union (TU)
• What is collective bargaining
• The steps to organize CBA election
• Contents of a Negotiable Agreement
• Alternate Dispute Resolution (ADR)
• Procedure of Legal settlement of industrial disputes
• Discipline Management
• Types of Discipline Problems
• Causes of Indiscipline
• Approaches to Disciplinary Actions
• Factors to be considered in taking disciplinary actions
• Disciplinary Procedure
• Nature of Grievances
• Sources of Grievances
• Two-step Procedure to Grievance handling

4. Employee-Employer Relationsh

5. Employee-employer relationship
Employer and employee relationships should be
mutually respectful.
The degree of closeness in these relationships
will depend on both the employer and the
employee.
Some employers opt to keep their employees
at a distance and, in doing so, ensure that
there is no confusion as to the hierarchy that
exists between them. Others elect to become
friendlier with their employees, seeing this as a
way to increase employee happiness.

6. Impact of proper Employee-Employer relationship
Job
Satisfaction
Performance Turnover
Productivity Employee Loyalty Conflict
Reduction

7. Conditions for good Employee-Employer
Relationship
• Democratic norms and values
• Participative decision making
• Recognizing employees’ rights
• Ensure fair wages and facilities
• Decent environment and
workplace
• Profit sharing plan
• TU activities free from party politics
• Provide training to all employees
• Impartial and unbiased state
machinery
• Mutual trust, honor and respect

8. Registration for Trade Union
1. Application for registration
2. Requirements for application
3. Requirements for registration
4. Registration for Trade Union
5. Certificate of registration

9. Steps at Labor Court
1. Case filing at Labor Court
2. Hearing and Examining by Labor Court
3. Decision given by labor court

10. Procedures for CBA election
1. TUL requested to the government office for CBA election.
2. Govt. officials called on workers list from management of concerned enterprise.
3. Drafting of voters list.
4. Finalization of voters list.
5. Declaration of election schedules.
6. Seeking co-operation from all quarters.

11. How bargaining occur between CBA and Organization Authority
Step 1: Preparation for both sides
Step 2: Strategies for both sides
Step 3: Bargaining for both sides
Step 4: Tactics apply during the bargaining
Step 5: Negotiable Agreement

12. Contents of a Negotiable Agreement
●Title of the Agreement
●Participant name who are present from both side.
●History of Dispute.
●Terms and condition of Negotiable Agreement.
●Signatures of people who are present in the meetings.

14. Employee-Employer Relations
Alternate Dispute Resolution (ADR)
●Ensure Win-win situation.
●Establish mutual trust and respect.
●Develop team management cultures.
●Save the time and cost.
●Stop post trial procedure complexities.
●Increase productivity without interruption.
●Develop negotiation skills.
●Decent environment at work place.

15. Procedure of Legal settlement of industrial disputes
●Demand for meeting
●Collective bargaining
●Memorandum of Agreement
●Conciliation
●Memorandum of settlement
●Adjudication by Labour Court
●Appeal to Labour Appellate Tribunal
HRM-12: Employee-Employer Relations

16. Dispute settlement process
Demand for meeting
A written demand from any party (representatives of employers
or CBA) is to be served to the other for a meeting.
Memorandum of Agreement
A memorandum of agreement is
signed by both the parties and a copy
thereof is forwarded to
the relevant office.
Request for Conciliation
Either party concerned may
request for conciliation.
Collective Bargaining
Formal collective bargaining session starts within 10 days after receiving
written demand from either party for a meeting. The total time
limit is not stipulated.
Existence of Dispute

17. Dispute settlement process
Conciliation
A period of 30 days is provided for conciliation.
Conciliation session may, however, be continued
further on the basis of the agreement of the parties
concerned.
Memorandum of Settlement
A memorandum of settlement Is
prepared and signed by both the
parties and a copy is sent to the Govt.
Certificate of failure
A certificate of failure is
issued.
Adjudication by Labour Court
Either of the disputant parties may approach the lobour court for
adjudication. The total time limit is 60 days. (NB: if failure of conciliation
result in strike or lock-out continuing for more than 30 days the
Government may prohibit the strike lock-out and the case may be referred
to the labour court for adjudication.)

18. Dispute settlement process
Appeal to Labour Appellate Tribunal
An appeal against the verdict of
Labour court, except for a complaint
case or legal right case, can be made
to labour appellate tribunal within 30
Days of the verdict. The total time
limit is 60 days.
Writ Petition High Court
Two types of cases complaint cases
or legal right cases are non-
Appeal able at Labour Appellate
Tribunal, but they come under the
Jurisdiction of writ petition to the
High Court for a review of the
judgment of labour court. No time
Limit is stipulated.

19. DISCIPLINE MANAGEMENT

20. DISCIPLINE MAMAGEMENT
●Discipline refers to a condition in the organization where employees conduct themselves
in accordance with the organization’s rules and standards of acceptable.

21. Types of Discipline Problems
An organization faces various types of discipline problems
●Improper Attendance
●Inappropriateness On-the-Job Behaviour
●Dishonesty
●Unacceptable Outside Activities
●Insubordination
●Violating organization rules

22. Causes of Indiscipline
●Absence of effective leadership
●Unfair management practices.
●Ineffective communication.
●Non- uniform disciplinary action.
●Divide and rule policy.
●Inadequate attention to personnel problems.
●Victimization.

23. Approaches to Disciplinary Actions
●Corrective rather than punitive
●Progressive approach
●The pay cut-off
●The hot- strove approach

24. Factors to be considered in taking disciplinary action
●Evidence against the crime
●Seriousness/intensity of the problem
●Frequency and nature of the problem-
●Employee’s work history
●Extenuating factors

25. Factors to be considered in taking disciplinary
action(cont’d)
●Degree of socialization
●History of the organization’s discipline practice
●Implication of other employees
●Management backing
●Consideration

26. Disciplinary Procedure
●Step -1 Framing a charge and issuing a letter
●Step-2 Letter of explanation (Show-case notice to the accused party)
●Step-3 Consideration of clarification by the concern authority (If the accused party
did not response then terminate him and end of disciplinary action but if response and
ask for proper enquiry then starts step 4

27. Disciplinary Procedure(cont’d)
●Step-4 Forming the domestic enquiry committee ( Enquiry party must senior to accused
party in position, must be neutral, must not be involve in earlier three stage)
●Step-5 Conducting enquiry properly
●Step-6 Preparation of enquiry committee report based on facts and findings with
recommendation
●Step-7 Submit the enquiry committee report to the concern authority
●Step-8 Taking course of action based on report. If an employee is found innocent then
retain him but if found guilty then terminate the employee and circulate the termination in
the company notice board and also in the newspaper.

28. Nature of Grievances
Any factor involving wages, hours, or conditions of employment that is
used as a complaint against the employer-is called grievance
Grievances
When an employee feels that something is unfair in the
organization, and claims officially he is said to have a
grievance.

29. Dissatisfaction, Complaint
and Grievance
Dissatisfaction: Anything 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.
Grievance: A complaint that has been formally presented to a
management representative or to a union official.

30. Guidelines for Handling
Grievances
Do
1. Investigate and handle,
2. Direct observations,
3. Suggestion box,
4. Equality,
5. Maintaining privacy,
6. Examine records etc.
Do Not
1. Discussing with single party,
2. Long written answers,
3. Agreement to informal
amendments,
4. Bargain excluding contract,
5. Binding past practice,
6. Settling on fairness etc.

31. Types of Grievance
Factual
A factual grievance
arises when legitimate
needs of employees
remain unfulfilled, e.g.,
wage hike has been
Imaginary
When an employee’s
dissatisfaction is not
because of any valid
reason but because of a
wrong perception, wrong
attitude or wrong
information he has. Such
a situation may create an
imaginary grievance.
Disguised
An employee may have
dissatisfaction for
reasons that are
unknown to him. If
he/she is under pressure
from family, friends,
relatives, neighbors,
he/she may reach the
work spot with a heavy
heart.

32. The grievance procedure may contain the following steps.
1. Acknowledge Dissatisfaction.
2. Define the problem.
3. Find out the facts.
4. Analyze and decide.
5. Follow up.
 Grievance petition submission within 30 days of dismiss
order
 Again, enquiry the matter within 30 days from the date
of defensive grievance petition
 Inform the decision of authority to the dismissed person
 Dismissed person goes to Labour Court for decision

33. Thank You