Grievance & Grievance Procedure

8/8/2019 Grievance & Grievance Procedure

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Grievance Handling- Contents

-Concept of grievance

-Causes of grievances

-Need for a grievance Redressal procedure

-Effective Grievance Redressal

-Step s in Grievance Redressal procedure

-Grievance procedure in Unionizedorganizations

-Legislative aspects

-Conflict Resolutions


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Causes of grievances

Dissatisfaction with the compensation or

components of compensation

Denial of promotions

Unpleasant relationship with supervisors

Unhealthy and harmful working conditions

Job assignments no match with aptitude and

skill Lack of resources to achieve the objectives of the

organization

Denial of leave , overtime and other benefits


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Grievance and Grievance

Procedure


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What is it ?

E B Flippo:

It is type of discontent which must be

always expressed . It is usually more formalin 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 labor contract


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Grievance Its Concept

Any discontent or dissatisfaction that affects

organizational performance.

A written complaint filed by an employeeclaiming unfair treatment

Whether valid or not, expressed or not, where an

employee feels unfair or unjust w.r.t. anything

about his/her company.

Wages, overtime, leave, transfer, promotions,

seniority, work etc.


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Importance of Grievance Handling

Define the dissatisfaction

Get the facts

Analyze and divide

Answer is a must

Follow up


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Dissatisfaction ,grievance and complaint ?

Dissatisfaction arises when an individual is not

happy in his job and the organization does not

recognize individual s goals

Dissatisfaction leads to complaint and discuss

with another employee

When the dissatisfaction relating to the work is

brought to the notice of the management , it

becomes grievances


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Effective Grievance Procedure-

Conditions

- Identification of root causes

- Resolve the issue at the lowest possible

level

- Resolve the issue in an amicable manner

and without delay

- Should not result in violation of

organizational rules and policies

- Tracks the redressal procedure


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Effective Grievance Procedure-

Conditions To help the management to identify core

issues

Shall provide for unbiased and objectiveredressal of employee grievances

The procedure be simple and short and

easily understandable To consider social, financial and

psychological aspects for amicable

settlement


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Need for Grievance Redressal procedure

Helps in upward communication

If not settled , leads to frustration

Helps to maintain harmonious relationships If not taken care , leads unhealthy work

environment


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Steps Model procedure for grievance

handling ( NCL) To orally complain to his immediatesupervisor( Level I)

No response to approach the next level on

the redressal procedure

To approach the next level authority with a

written letter of request

The authority to has to reach a settlement

within 3 days ( level-II)


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Steps Model procedure for grievance

handling ( NCL)

The third level is the grievance committee

and it is given 7 days to discuss the issue

with the employee and reach a settlement In case of unanimous decision, the

management has to implement I

If not the management is given 3 days tocommunicate its decision . If not, it is taken

to fourth stage


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The Grievance Handling Procedure

A grievance should be within the limits of

first line supervisor

The appellate authority should be made clear

for appealing

Speedy grievance procedure

Disciplinary instructions come first and then

the protest


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The Grievance Handling

Procedure The union will take up the issue for

settlement


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ArbitrationIf the grievance is not resolved then:

The union can drop any issue permanently

The union can call a strike if the contract

permits

The case may be submitted to an impartial

arbitrator


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Conflict & Resolution

1.Why conflicts ?

- Incompatibility in the goals

-Expectations of management , Union and

employees

2. How to resolve ?-Modern / Contingency

Approach)

- Conflicts can be good or bad

- Constructive conflicts leads to productive

& advantage Aids management


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How people respond to conflicts

Avoidance :

Win- Lose

Accommodating Arbitration

Mediator

Compromise Problem solving


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Responding to conflicts Avoidance: Fear to face confrontations

Confrontations - may lead to anger

,rejection ,unpleasantness Withdrawing from situation

Sensitive to feelings of self and others


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Win- Lose

Treat conflicts as competition WIN OR

LOSE

Use techniques to force ideas on the others Use other techniques like Bribe,

punishment , org. battle etc


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Accommodation

Suppressing own needs & opinions and

feelings

Sacrifice ones own interests to find a

solution to resolve the issues


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Arbitration An outsider is involved

Tries to resolve the conflicts in an unbiased

and objective manner

Arbitrator decision is final


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Mediator

Third party intervention is sought

Mediator helps to reach a decision

Steers the disputing parties towards

n\mutually acceptable solutin


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Compromise Meet at a Half-way

Each one makes some sacrifice


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Methods of conflicts resolution

Win-Lose : One party take the upper hand

Avoidable : The less dominant party withdraw

Accommodation: (Smoothing) : Differences

are sorted out as the parties consider the

importance of the organization

Compromise: Bargaining is done to arrive at an

intermediate acceptable position

Arbitration : An outside party involves issues

in resolving the conflict issues decision

conflicts


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Methods of conflict resolution

Grievance & Grievance Procedure

Documents

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