HRM

1. INTEGRATION AND
MAINTAINACE
Employee Discipline
Chapters 9

2. 4–2
 Discipline is the regulation and modulation of human
activities to produce a controlled performance.
 It is to encourage employees to confirm to established
standards of job performance and to behave sensibly
and safely at work.
 Discipline involves the conditioning or molding of
behavior by applying rewards or punishment.

3. Purpose and Objectives of Disciplinary Action
4–3
To enforce rules and
regulations
To serve as an example to others to strictly follow rules
To punish the offender. To ensure the smooth running of the organization
To maintain industrial peace. To improve working relations and tolerance.
The purpose of discipline is to encourage employees to
behave sensibly at work, by adhering to rule and regulations.
It has the following purpose:

4. 4–4
Negative Discipline: Negative discipline involves force or
an outward influence. It ensures that subordinates adhere
strictly to rules and there is punishment when disobedience
of rules.
Positive Discipline: Subordinates comply with the rules
not from fear of punishment, but from the desire to
cooperate in achieving the common goal of the
organization.
It promotes emotional satisfaction instead of emotional
conflict, and the increased cooperation and coordination

5. The term industrial relations has been various definitions
J.T. Dunlop defines Industrial relations as “ the
complex interrelations among managers workers and
agencies of the government “
Dale yoder “ it is a process of management dealing
with one or more unions with a view to negotiate and
administer collective bargaining agreement or labour
contract.
It deals with how people get on together at their work
What difficulties arise between them
How their relations including wages and working
conditions etc., regulated.

6. INDUSTRIAL RELATIONS…..
There are mainly two set of factors that determine the
state of industrial relations. That are :
(1). Industrial factor- Type of labour legislations, policy
relating to labour and industry.
(2). Economic factor – Demand and supply in the
labour market , technology , nature of labour force etc

7. HUMAN RELATIONS – MEANING
It is a process of inter personal relationship and behaviour and
attitude of an individual .
Industrial Relations : - Meaning
It refers to the relations between the employers and workers in an
organisation. It is not only connects with solving conflicts or resolve
differently but also divert their interest and energy towards
constructive channel.
Significance of Industrial Relations
 It establishes industrial democracy
 It contributes to economic growth and development
 It improves morale of the workforce
 Optimal resources of scar resources
 It discourages unfair practices on the part of management and
unions
 It promotes sound labour legislations
 It leads to flexibility

8. Punishment
4–8
Punishment serves two purposes:
first, to directly punish an individual for an
offence
secondly, to set an example for others not to
violate the rules and regulations.

9. Causes of poor Industrial Relations
 Inadequate fixation of wage or wage structure
 Un healthy working conditions
 Indiscipline
 Lack of human relations skill on the part of supervisors
 High level desire and expectations of the worker for high
Bonus and DA
 Introduction of automation without providing right
climate
 Heavy workloads
 Inadequate welfare facilities
 Dispute on sharing of gains of productivity
 Un due dismissal , victimisation , Retirement and lockout
on the part of management

10. Causes of poor Industrial Relations……
 Inter union rivals
 Rising Prices , Strikes and general indiscipline on the
employee attitudes
Objectives of Industrial Relations
 It brings better understanding between employer and
employee
 To establish a proper channel of communication
 To avoid industrial conflicts and to harmonious relations
 To protect the interest of the workers and the
management
 Maintenance of industrial democracy
 To ensure workers participation in management
 To increase moral and discipline
 To ensure better working and living conditions

11. Objectives of industrial relations…..
 To develop employees to adopt themselves for
technical , social and economical changes.
 To make positive contributions for economic
development of country.
Scope of Industrial Relations
 By safeguarding the interest of the workers
 By fixing reasonable wages
 By providing good working conditions
 By providing social security measures
 By maintaining healthy trade union
 By collective bargaining

12. Scope of Industrial Relations
 Maintenance of industrial peace
 To find solution for industrial dispute through
machineries such as works committee , board of
conciliation, labour court , industrial tribunal and
national tribunal
 Attaining Industrial democracy
 Workers Participation in management
 Recognition of human rights

13. Collective Bargaining
• In collective bargaining a union negotiates
on behalf of its members with management
representatives to arrive at a contract
defining:
– Recognition
– Management Rights
– Union Security
– Compensation and Benefits
– Grievance Procedure
– Employee Security

14. Dissatisfaction, Complaint and Grievance
4–14
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.

15. A grievance is any dissatisfaction or feeling of injustice
having connection with one’s employment situation which is
brought to the attention of management. In simple words , a
grievance is any dissatisfaction that adversely affects
organizational relations and productivity. To understand what
a grievance is, it is necessary to distinguish between
dissatisfaction, complaint, and grievance.
 Dissatisfaction is anything that disturbs an employee,
whether or not the unrest is expressed in words.
 Complaint is a spoken or written dissatisfaction brought to
the attention of the supervisor.
 Grievance is a complaint that has been formally presented
to a management representative or to a union official.

16. Definition of Grievance
 According to Michael Jucious, ‘grievance is any
discontent or dissatisfaction whether expressed or not,
whether valid or not, arising out of anything connected
with the company which an employee thinks, believes or
even feels to be unfair, unjust or inequitable’.
 In short, grievance is a state of dissatisfaction, expressed
or unexpressed, written or unwritten, justified or
unjustified, having connection with employment
situation.
 Grievance Redressal is a management and governance-
related process used commonly in India. The term
"Grievance Redressal" mainly covers the receipt and
processing of complaints from employees / workers, a
wider definition includes actions taken on any issue
raised by them to avail services more effectively.

17. 4–17
It often leads to strikes, go-slow’s, and absenteeism,
resulting in loss of production and profits..

18. Forms of Grievance:-
4–18
a) Factual: A factual grievance arises when legitimate
needs of employees remain unfulfilled, e.g., wage hike has
been agreed but not implemented citing various reasons.
b) 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/she
has. Such a situation may create an imaginary grievance.

19. FEATURES OF GRIEVANCES
 A grievance refers to any form of dissatisfaction with any
aspect of the organization.
 The dissatisfaction should arise out of employment and
not due to personal or family problems.
 The dissatisfaction can arise out of real reasons. When
employees feel that injustice has been done to them,
they have a grievance. The reason for such a feeling
may be valid or invalid, legitimate or irrational, justifiable
or ridiculous.
 The dissatisfaction may be voiced or unvoiced, but it
should find expression in any form. But dissatisfaction is
not a grievance. Initially, the employee may complain
orally or in writing. If this is not looked into promptly,
the employee feels a sense of lack of justice. Now, the
dissatisfaction grows and takes the shape of a grievance.
 Thus a grievance is traceable to be perceived as non-
fulfillment of one’s expectations from the organization.

20. OBJECTIVES OF GRIEVANCE REDRESSAL
PROCEDURE
 To enable the employee to get timely solution for
their grievances
 To clarify the nature and scope of the grievance
 To examine the reasons for dissatisfaction
 To attain the possibilities of finding speedy
resolution to the employees problem
 To take appropriate measures / actions towards
employee grievances
 To inform and educate employees to their
grievance to the next stage of the procedure, in
the event of an unsuccessful resolution

21. STEPS IN EMPLOYEES GRIEVANCE REDRESAL
PROCEDURE
Step 1 : Timely Accomplishment
The primary and foremost requirement in grievance handling is
to resolve employees grievances immediately as and when they
arise or grievances need to be compressed in the bud. Later the
grievance should be settled. It requires the first line supervisors
be trained in knowing and handling a grievance properly and
quickly.
Step 2 : Employee Grievance Acceptance
The managerial personnel’s or immediate supervisors should try
to identify and accept the employee’s grievances as and when it
is stated. It should be noted that acceptance does not
necessarily mean approving with the grievance, it only express
the willingness of the immediate supervisor to see into the
complaint accurately and evenly to deal with the grievance.

22. Step : 3. Problem identification
Sometime, some employees may raise unclear, over-toned,
imaginary and emotional grievances. Therefore the supervisor
needs to identify or analyze the problem stated by the employee.
Step: 4. Collecting Facts and Evidences
If the given complaint or grievances by an employee identified as a
real problem then the supervisor should collect all the relevant facts
and evidences relating to the grievance an affected employee. The
facts and evidences that have already collected need to be separated
from the opinions and feelings to avoid misrepresentations of the
facts. It is useful to maintain the facts for future uses as and when
these are required.

23. Step :5. Analysis towards Cause of Grievance
After the collection of facts and evidences relating to the grievances,
the next step involved in the grievance procedure is to establish and
analyze the cause of the grievances of an employee. The concerned
cause analysis should involve studying various aspects of the
grievance such as the employees past records, history, frequency of
grievance given by him , management practices, union practices,
etc.. Identification of the cause of the employee grievances helps
the management to take corrective action to resolve the grievance
and also to prevent its recurrence.
Step :6. Taking Corrective Decision
In take appropriate decision to resolve grievance of an
employee, the alternative courses of actions should also be
worked out. These should be evaluated in view of future
consequences on the point of view of upset employee, trade
union and the management. Finally, a decision is taken which
is exactly suited to the given situation in the organization.
Such decision should serve as a pattern to both within the
department and the organization.

24. Step : 7. Execution of Grievance Redressal
Decision
Whatever the decision taken, should be
conveyed to the employee and the same should be
implemented by the competent authority.
Therefore, the decision implemented by authorities
should also be reviewed to know whether the
grievance has been satisfactorily resolved or not. In
case, the employee grievance is not resolved, then
the authorities should also needs to go back once
again to the entire procedures step by step to find
out an appropriate decision or solution to resolve
the grievances.

25. CAUSES OF EMPLOYEE GRIVANCES
 Poor or Delayed Pay
Normally employees demands for individual wage adjustments.
They feel that they are paid less when compared with other
employees or workers who are working in other institution in
the same business line. Say for example, delay in paying bonus
and payments, adjustments to overtime pay, inequalities in
treatment, claims for equal pay, and they may appeal against
performance related pay awards.
 Poor physical conditions
Sometime the working environment which is already exists in
work spot may not be up to the required standards. It may be
adverse or unsatisfactory conditions of work. For example, light,
space, heat, or poor physical conditions of workplace, defective
tools and equipment, inadequate or poor quality of material, too
many rules or unfair rules, and lack of recognition.

26. CAUSES OF EMPLOYEE GRIVANCES ……..
 Supervision
It is related to the attitudes of the supervisor towards the employee
such as observed ideas of bias, favoritism, nepotism, caste
affiliations and regional feelings.
 Change in Organizational Policy
Any change in the organizational policies can result in grievances.
For example, the implementation of revised company policies or
new working practices.
 Lack of Employee Relations
Employees are unable to adjust with their colleagues, suffer from
feelings of neglect and harassment and become an object of
ridicule and dishonor, or other inter- employee disputes.
 Miscellaneous
These may be issues relating to certain violations in respect of
promotions, safety methods, transfer, disciplinary rules, fines,
granting leaves, medical facilities, etc.

27. EFFECTS OF EMPLOYEE GRIVANCES
Grievances, if not identified and redressed, may
adversely affect workers, managers, and the
organization.
The effects of grievance of an employee given
as follows
I. On the production
 Production with Inferior quality
 Low productivity
 Increase in the abnormal wastage of material,
spoilage/leakage of machinery
 Increase in the cost of production per unit

28. EFFECTS OF EMPLOYEE GRIVENCES…..
II. On the employees
 Increase in absenteeism and employee turnover
 Minimum Level of commitment, sincerity and punctuality
among employees
 More possibility of Industrial accidents
 Change / Reduction in the level of employee morale and
discipline
III. On the managers
 Lack of employer employee relationship
 Increase in the degree of supervision and control.
 Increase in in disciplinary activity
 Increase in disturbance and hard to maintain industrial
harmony / peace

29. BENEFITS OF GRIEVANCE HANDLING
PROCEDURES
 It encourages employees to raise concerns without fear
of punishment .
 It provides a fair and speedy means of dealing with
complaints.
 It prevents minor disagreements developing into more
serious disputes.
 It serves as an outlet for employee frustrations and
discontents.
 It saves employer’s time and money as solutions are
found for workplace problems. It helps to build an
organizational climate based on openness and trust.
 Details of a grievance procedure/machinery may vary
from organization to organization.