LEGAL ENVIRONMENT AND INDUSTRIAL LEGISLATIONS

1. MODULE - IV
GRIEVANCE PROCEDURE

2. DEFINITIONS
 According to Beach, “any dissatisfaction or
feeling of injustice in connection with one’s
employment situation that is brought to the
notice of the management.”
 According to Flippo, “the grievance as a type of
discontent which must always be expressed. A
grievance is usually more formal in character
than a complaint. It can be valid or ridiculous,
and must grow out of something connected with
company operations or policy. It must involve an
interpretation or application of the provisions of
the labour contract.”

3. NEED FOR GRIEVANCE PROCEDURE
It disturb the employees
Personality Conflicts
Reach the Higher Management
It acts as a pressure valve

4. CAUSES OF GRIEVANCES
 Demands for individual wage adjustments;
 Complaints about the incentive system;
 Complaints about the job classifications;
 Complaints against a particular foreman;
 Complaints concerning disciplinary
measures and procedures;
 Objections to the general methods of
supervision;
 Economic
 Work environment
 Supervision
 Work Group
 Miscellaneous

5. PRE-REQUISITES FOR GRIEVANCE PROCEDURE
 Conformity with Prevailing
Legislation
 Clarity
 Simplicity
 Promptness
 Training
 Follow-up

6. APPROACHES TO GRIEVANCE
MACHINERY
 Try to avoid problems
 Be a good listener
 Have patience
 Avoid personal consideration
 Remember that you and the employee will
have to work together
 Do not get upset or resort to threats
 Appeal to the management’s interest
 Settle each grievance on its merit
 Remember that the management too has its
rights
 Keep the aggrieved worker constantly
 Permit the employee to correct his mistake

7. DEFINITION
 According to Dessler, “discipline is a
procedure that corrects or punishes a
subordinate because a rule of procedure
has been violated.”
 According to Rue and Byars, “discipline
should be viewed as a condition within an
organisation whereby employees know
what is expected of them in terms of the
organisation’s rules, standards and
policies and what the consequences are of
infractions.”

8. ELEMENTS OF DISCIPLINE
 The objective is orderly behaviour.
 Orderly behaviour is a group desire
 Orderly behaviour assists the
attainment of organisational goals
 self-discipline
 Punitive actions are needed to
correct them.

9. OBJECTIVES OF DISCIPLINARY
ACTION
 To enforce rules and regulations.
 To punish the offender.
 To serve as an example for others to strictly
follow rules.
 To ensure the smooth running of the
organisation.
 To increase working efficiency.
 To improve working relations and
tolerance.
 To develop a working culture this improves
performance.

10. ESSENTIALS OF DISCIPLINE
SYSTEM
 Rules and performance criteria
 Documentation of the facts.
 Consistent response to rule
violations.
 Training of supervisors.
 Prompt action.
 Impersonal discipline.
 Reasonable penalty.
 Follow up.

11. DISCIPLINARY AUTHORITY
 Disciplinary authority;
 Appellate authority; and
 Reviewing authority.
 Preliminary enquiry,
 Framing and serving of charge-sheet,
 Holding of domestic enquiry,
 Report of the enquiry officer,
 Consideration of the report of the
enquiry officer by disciplinary authority,
 Order of punishment and its
communication, and
 Appeal.

12. JUDICIARY APPROACH TO DISCIPLINE
 The industrial employment (Standing
orders) act was passed in 1946 with a view
to improve the industrial relations climate.
 The act requires that all establishments must
define the service rules and prepare standing
orders.
 The term standing orders refers to the rules
and regulations which govern the conditions of
employment of workers.
 They indicate the duties and responsibilities
on the part of both the employer and
employees.
 Any violation or infringement of the following
terms and conditions may lead to misconduct
and discipline.

13. ESSENTIALS OF GOOD DISCIPLINE
SYSTEM
 Rules and performance criteria
 Documentation of the facts.
 Consistent response to rule violations.
 Training of supervisors.
 Prompt action.
 Impersonal discipline.
 Reasonable penalty.
 Follow up.

14. CONFLICT
 Conflict is an expression of hostility,
negative attitude, rivalry, disagreement,
incompatibility, incongruence etc.
 It is manifested in a fight, a collusion, a
struggle, a contest, an opposition, a mental
strife, an agony etc.
 Further, it is manifested in shouting,
insulting, cursing, humiliating, making
accusations, sulking, shedding tears,
withdrawal, physical violence, avoidance,
taking revenge, back-stabbing etc.

15. REASONS FOR CONFLICT
 Internal boundaries
 External boundaries
 Territorial boundaries
 Material / Goods resources
 Weak / Poor management
 Leadership Style
 Economic causes
 Social causes
 Political causes
 Technical cau
 Psychological causes
 Market causes
 Legal causes

16. NATURE OF CONFLICT
 Non-cooperation
 Arguments and quarrelsome behaviour – indiscipline.
 Hostility and irritations.
 Stress, strain and anxiety.
 Unwillingness to negotiate or participate in discussions
 Resentment or withdrawal
 Absenteeism, alcoholism or high incidence of accidents.
 ‘work to rule’ or ‘go slow’ tactics
 Demonstrations
 Strikes.
 Conflict / Dispute caused by Management
 A few causes are
 Lay-off
 Lock-out
 Termination.

17. TYPES OF INDUSTRIAL CONFLICT
 Perceived conflicts
 Latent Conflict
 Manifest conflict
 Line and Staff Conflict
 Organised and unorganised conflict
 Levels of conflict