grievance
TRANSCRIPT
GRIEVANCE
CONTENTSCONTENTS
• Meaning of grievance
• Definition of grievance
• Features of grievance
• Forms of grievance
• Causes of grievance
CONT..CONT..• Effects of grievance
• Grievances handling
• Importance of grievance handling
• Grievances handling procedure
• Essentials for successful grievance
handling
MEANINGMEANING
Grievance is a feeling
of dissatisfaction or
suffering or grief
among the workers.
DEFINITIONDEFINITION Acc. to Keith Davis:-
“ Grievance is any real
or imaginary feeling of personal injustice which
an employee has concerning his employment
relationship.”
Acc. to Dale Yoder:-
“Grievance is a
written complaint filed by an employee and
claiming unfair treatment.”
FEATURESFEATURES• A grievance reflects dissatisfaction or a feeling of
injustice with any aspect of the organization.
• The dissatisfaction must arise out of employment
and not from the personal or family problems.
• The dissatisfaction can arise out of the real or
imaginary reasons. The reasons may be valid or
invalid legislative or irrational.
• A grievance arises only when an employee
feels that injustice has been done to him.
• The dissatisfaction may be expressed
verbally or in writing.
• The grievance results from perceived non
fulfillment of one’s expectation from the
organization.
• Grievances, is not redressed in time tend to
lower morale and productivity of employees.
FORMSFORMS
• Factual grievance
• Imaginary grievance
• Disguised grievance
FACTUAL GRIEVANCEFACTUAL GRIEVANCE
When the legitimate needs of the employees
remains unfulfilled, it gives rise to factual
grievance
Example:-
A promotion has been promised
to an employee but not given citing various
reasons.
IMAGINARY IMAGINARY GRIEVANCEGRIEVANCE
Sometimes an employee is aggrieved not
because of any valid or legitimate reasons
but because of a wrong perception, wrong
attitude or wrong information. Such
situation give rise to imaginary grievance.
Management is not at fault in this situation,
but still the employees has to be satisfied.
DISGUISED GRIEVANCEDISGUISED GRIEVANCE
An employee may have dissatisfaction
for reasons that are not known to him
and are not directly related to the
organization. An employee may reach
the office with heavy heart due to some
family pressure and then he will look
everything with a biased look.
CAUSES1. Grievance resulting from working
conditions
2. Grievance resulting from Management
policy
3. Grievance resulting from Personal
maladjustment
4. Grievance resulting from violations
FROM WORKING FROM WORKING CONDITIONSCONDITIONS
• Poor physical conditions of work place
• Mismatch of workers with the job
• Poor relationship with the boss
• Unplanned changes in the schedules
• Unavailability of the machines and tools
• Failure to maintain the discipline
FROM MANAGEMENT FROM MANAGEMENT POLICYPOLICY
• Wage rate
• Leave
• Overtime
• Transfers
• Promotion, demotion and discharge
• lack of role clarity
• Penalties imposed for misconduct
• Lack of opportunities for career growth.
FROM PERSONAL FROM PERSONAL MALADJUSTMENTMALADJUSTMENT
• Over ambition
• Excessive self esteem
• Impractical attitude to life
• Poor self esteem
FROM FROM VIOLATIONSVIOLATIONS
• Collective bargaining agreement
• Central or state laws
• Responsibilities of management
• Company rules and regulations
EFFECTS OF EFFECTS OF GRIEVANCEGRIEVANCE
• Sense of frustration
• Non cooperation between the workers
• Loss of interest in work
• Affect on the quality and quantity of output
• Indiscipline which may take the form of
absenteeism, violence and strikes.
GRIEVANCESGRIEVANCES HANDLINGHANDLING
Grievance should be removed as
early as possible for creating
good labor management relations
And promoting efficiency.
Because it Will give rise to
further grievances.
IMPORTANCE OF IMPORTANCE OF G.HG.H
• Grievance handling encourages the human
problems to be brought out.
• A grievances systems gives an opportunity to the
workers to express their feelings, fears, doubts and
dissatisfaction.
• With the help of an effective grievance system, the
management comes to know about the behavior and
attitude of the superior towards their subordinates.
• A good grievance handling system boosts the
morale of the people working in the
organization.
• Grievance procedure help to develop a good
group culture.
• Managers and supervisors tend to give more
care to the human aspects of their jobs because
they know that their actions are subject to
challenge and review in a grievance system.
GRIEVANCES GRIEVANCES HANDLING PROCEDUREHANDLING PROCEDURE
There is no legislative provision for a well
defined and adequate grievance procedure.
The management can adopt any procedure of
its choice as:-
• Common procedure
• Model grievance procedure
• Grievance legislation
COMMON COMMON PROCEDUREPROCEDURE
The usual, common and informal procedure is first to approach the
immediate supervisor for the grievance and failing to get a satisfactory
answer the second step is to go directly to the departmental head or
personnel relations officer in the personnel department. If the worker is
not satisfied here also he should approach the top executive, but this is
very rarely resorted to.
Some companies provide that if the complaint remains unsatisfied from
the response of top executive, the grievance should be referred to the
arbitration or joint grievance committee consisting of the
representatives of both the parties. The decision of the committee
should be final.
MODEL GRIEVANCE MODEL GRIEVANCE PROCEDUREPROCEDURE
This procedure is accepted by the labor conference in
1958 is as follows:
• Officer designated by the management
• Head of department
• Grievance committee
• Manager
• Manager for revision
• Voluntary arbitration
OFFICER DESIGNATED OFFICER DESIGNATED BY THE MANAGEMENTBY THE MANAGEMENT
The aggrieved employee present his grievance
verbally in person to the officer designated by the
management for this purpose. The officer shall give
the response with in 48 hours of the presentation of
the complaint. If the worker is not satisfied with the
decision of the officer or fails to receive the answer
within 48 hrs., he will present his grievance to the
head of the department.
HEAD OF HEAD OF DEPARTMENTDEPARTMENT
The head of department shall give his answer
within three days or the action cannot be taken
within this period, the reason for delay should
be recorded. If the worker is dissatisfied with
the decision of the departmental head, he may
request that his grievance be forwarded to the
grievance committee.
GRIEVANCE GRIEVANCE COMMITTEECOMMITTEE
The grievance committee shall make its recommendations
to manager within 7 days of the worker’s request. If
decision should not be taken in this period the reason
should be recorded. Unanimous decision of the committee
shall be implemented by the management. If there is
difference in the opinion of members then the matter
shall be referred to the manager along with the views and
relevant papers.
MANAGERMANAGER
In either case, the final decision of the
manager shall be communicated to the
employee within 3 days from the receipt of
grievance committee’s recommendations. If
the worker is not satisfied with the final
decision of the manager he may have the
right to appeal to the manager for revision.
MANAGER FOR MANAGER FOR REVISIONREVISION
In making this appeal he may take a union
official along with him to facilitate discussion
with the management. The management will
communicate the decision within 7 days of
workmen’s revision petition. If the worker is
still not satisfied he can refer the matter to
the voluntary arbitration.
VOLUNTARY VOLUNTARY ARBITRATIONARBITRATION
When the worker has taken the grievance for
redresal under the grievance procedure the formal
conciliation machinery shall not intervene till all
steps in the procedure have exhausted. A grievance
shall be presumed to assume the form of dispute
only when the final decision of the management is
turned down by the worker. The grievance
committee shall consists of 4 to 6 members.
GRIEVANCE GRIEVANCE LEGISLATIONLEGISLATION
In Indian industry, adequate attention has not been paid to
the settlement of grievances. Legislative frame work only
indirectly deals with the redressal of individual grievances. At
present, there are three legislations dealing with grievances of
employees working in the industries. They are:
• The industrial employment act, 1946
• The industrial dispute act, 1947
• The factories act, 1948
ESSENTIALS FOR ESSENTIALS FOR SUCCESSFUL SUCCESSFUL
GRIEVANCE HANDLINGGRIEVANCE HANDLING• Legal sanctity
• Acceptability
• Unambiguity
• Simplicity
• Promptness
• Training
• Follow up
THE ENDTHE END