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c c c c c !"c @ c A grievance is a specific, formal notice of dissatisfaction expressed through an identified procedure. 2 c According to Michael J Jucius , the term ³grievance ³ means any discontent or dissatisfaction, either expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks , believes or even feels, is unfair, unjust or inequitable´. #c c !#c c @ c romotion 2 c Amenities 3 c ontinuity of services 4 c ompensation 5 c isciplinary actions 6 c ines 7 c ncrements 8 c eave 9 c Medical benefits @ cature of job @@ cayment @2 cecovery of dues @3 c afety @4 c uperannuation @5 c ransfer @6 c ictimization @7 conditions @8 c vertime @9 c ver ambition
2 cmpractical attitude Generally policy issues relating to hours of work, incentives, wage, .A and bonus are beyond the grievance procedure and fall under collective Bargaining. $c% c& $c' (%c !#c c)* +#,c A reactive manager redresses the grievances as they arise, but a proactive manager anticipates them and prevents them from arising. he following means can be adopted to know the grievances even before they actually arise. -%c % $c Employees usually quit organizations due to dissatisfaction or better prospect elsewhere. Exit interviews if conducted carefully, can provide important information about employees¶ grievances.
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hese are boxes in which the employees can drop their anonymous complaints. hey are different from the suggestion boxes in which one can get information about employees drop their named suggestions with an intention to receive rewards. * c( +#c%!c Groups meetings, periodical interviews with employees are some of the others means through which one can get information about employees dissatisfaction before it turns into a grievance. *c c. !+c Extending a general invitation to the employees to informally drop in the manager¶s room any time and talk over their grievances. %%#%!c% /#"c tatistical trends on absenteeism, employees¶ turnover, productivity, morale, etc. .. c c c c
here are two approaches to grievance handling. hey are : @ c egalistic Approach (negotiated contract 2 c uman relations Approach n egalistic Approach, simply, the negotiated contract is strictly followed. he provisions of the contract are implemented for the employees. he grievances are defined in the contract, and the
process of dealing with the grievance will also be clearly defined. or each grievance there will be a time span, also for each stage in grievance. ere grievance handling is directly linked to production.
uman elations Approach is just the opposite to legalistic approach. More attention is given to employee specific problem. ndividual employee specific problem gets more weightage. Assumption of this approach is that understanding employees needs and grievances will help in attaining production targets. Another assumption is that individuals are the end rather than a means to the end. c0c c"cc Generally there are three factors which are responsible for employees grievances. hey are : @ c Management practices 2 c nion practices, and 3 c ersonality traits )%c* !%!#"c
he autocratic style of management, social distance between the management and employees, faulty implementation of personnel policies, ambiguities in personnel policies, poor communication and bad supervisory practices will give rise to grievances. /c c* !%!#"c f there is a multiplicity of trade unions, then each trade union will voice for the employees grievances whether the employees have grievances or not. t may sometimes generate irrational grievances from the employees. ere the ulterior motive of the union is to attract more members and gain popularity among workforce. here are also situations when unions may want to encourage the fillings of several grievances in order to assert their presence. his is especially so just before the contract negotiations are to take place and various unions are lobbying to represent the workers.
/ /(c* # %+c% %#"c An individual¶s personality also has a bearing on the usage of the grievance machinery. ome are basically predisposed to grumble and find fault with every little matter, seeing and looking out only for faults. ometimes mental tension, caused perhaps by ill-health, also contributing to this, in the sense that a tense mind finds an outlet in voicing a spate of grievances. n the other hand, there are employees who are willing to overlook minor issues and discomforts and get on with the job. otwithstanding personality traits, the atmosphere or the culture that prevails could also contribute to this phenomenon. An antagonistic atmosphere could result in even a trivial matter
being blown out of proportion, which in more co-operative times would not even have been noticed. 00 c 1c . cc c )*%c uc Mostly related to work uc an be through formal or informal route uc ndicator for grievance uc omplaint is less serious one uc requency of complaint may be high uc omplaints are redressed at lower level itself
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!c elated to work and other factors related to job
akes only formal route nredressed complaints become grievances Grievance is more serious one requency of grievances may be less Grievance may go up to top management level
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Arbitration within a week after decision from stage eply in 3 days in stage eply in 7 days in stage eply in 3 days in stage 48 hours in stage
At present, ndia has only a voluntary grievance procedure called model grievance procedure which was formulated in pursuance to the code of discipline adopted by the @6th session of the ndian abour onference in @958. . c0c.c cc c c c
c c ersonnel Manager uc esigning the grievance procedure uc Monitor grievance trends in grievance rates uc Assist preparation of grievance cases for arbitration uc ave responsibility for settling grievances
ine Manager uc perate within the grievance procedure uc Attempt to resolve grievances where possible uc ocument the grievances at own levels for the grievance procedure uc ave responsibility for grievance prevention
0 c0cc0c c. c @ c t brings grievances into the open, so that management can learn about them and try corrective action. 2 c he management catches and solves a grievance before it becomes a dispute 3 c t is a means to release the emotional feelings of an aggrieved worker 4 c t helps in establishing and maintaining a work culture or a way of life 5 c t compels a manager to be more careful in taking decisions which affect workers 0 c0cc c c. c @ c t should have conformity with existing legislations like ndustrial isputes Act and standing orders act etc 2 c Acceptability:
here should be a fair play, authority to managers and participation of union in handling the grievances in order to get the co-operation of all segments. 3 c implicity: t should be easy to understand by the employees and communicable. t should involve only a few steps. 4 c romptness :
here should be a speedy disposal of grievance. Almost all the grievances must be settled at a lower level (supervisory/officer level itself. f we allow the grievances to reach up to senior management level, then it will take more time to redress and also will waste the precious time of the senior managers. here should be only one appeal at a time and time limit for each level should be strictly followed. 5 c raining : upervisors and trade union representatives are to be given training in handling grievances of the employees. 6 c ollow up :
he grievance procedure should be reviewed periodically by personnel department and necessary structural changes to be introduced to make it more effective. c
. c. c ccc1 c cc c @ c Every grievance must be considered important whether it is relevant or not. 2 c A grievance should not be postponed. 3 c he aggrieved person should be treated politely and dignified manner. e should not be hurt. 4 c All grievances should be put in writing. 5 c All relevant facts about a grievance should be gathered for a fair decision. 6 c he worker should be given free-time-off to pursue his grievance. 7 c he decision on the grievance should be communicated to the worker. 8 c here should be follow-up to find out whether the action taken has favorable impact on the attitude of the employee.
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A grievance may have the following characteristics: (a c 0!%(l: he employer ±employee relationship depends upon the job contract in any organization. his contract indicates the norms defining the limits within which the employee expects the organization to fulfill his aspirations, needs or expectations. When the legitimate needs of expectation or aspiration are not fulfilled, the employee will be dissatisfied with the job such dissatisfaction is called factual grievance.
(b c ) +"c When the job contract is not clear cut and does not indicate the norms defining the limits within which the employees expects the organization fulfill his needs or aspirations, the employee develops such needs which the organization is not obliged to meet . ere the grievance is not based on facts . Even then the employees feels aggrieved . ormally, the organization does not feel any kind of responsibility for such grievances and their redressed, because they are based not only on wrong perceptions of the employees but also on wrong information.
(c c # (#/" n general organizations consider the basic requirement of their employees. sychological needs of the employees such as need for recognition, affection, power, achievement etc, are normally unattended and ignored. or instance an employee complaining very strongly about the working conditions in the office may in turn be seeking some recognition and appreciation from his or her colleagues. ence, disguised grievances should also be considered since they do have far reaching consequences in case they are unattended and ignored.
e %c 3#c/c 3%#cc2/ c !#c 3#c @.c nvestigate and handle each and every case as though it may eventually result in an arbitration hearing. 2.c alk with the employee about his grievance, give him a good and full hearing 3.c Get the union to identify specific contractual provisions allegedly violated 4.c Enforce the contractual time limits. 5.c omply with the contractual time limits for the company to handle a grievance 6.c etermine whether all the procedural requirements as dictated by the agreement, have complied with. 7.c isit the work areas where the grievance arose 8.c etermine if there is any witness 9.c etermine if there has been equal treatment of employees @.cExamine the grievant personal record as well as prior grievance record @@.cdentify the relief the union is seeking @2.c reat the union representative as equal and command command respect of union representative. @3.c old your grievance discussions privately @4.cemand that proper productivity levels be maintained during the processing of incentive grievances @5.cully inform your own superior of grievance matters c
3 3#c @ c iscuss the case with the union steward alone, the grievance should definitely be there. 2 c Make agreements with individuals that are inconsistent with the labour agreement 3 c Apply the grievance remedy to an improper grievance 4 c old back the remedy if the company is wrong. 5 c Admit the binding effect of a past practice 6 c elinquish your authority to the union
7 c ettle grievances on the basis of what is fair ,instead stick to the labour agreement which after all should be your stand 8 c Make mutual consent regarding future actions 9 c Bargain over the items not covered by the contract @ concede implied limitations on your management¶s rights. @@ commit the company in the areas beyond your limits of responsibility or familiarity. @2 ciscuss the grievances of the striking employees during the illegal work stoppage @3 c ettle the grievance when you are in doubt @4 c eny the grievances on the premise that ³your hands have been by the management´. @5 cAgree to informal amendments in the contract. c
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% /(!% c Maintaining quality of work life for its employees is an important concern for the any organization. he grievance handling procedure of the organization can affect the harmonious environment of the organization. he grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. ere, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. ositive labor relations are two-way street both sides must give a little and try to work together. elationship building is key to successful labor relations. . !(% #c/c. #! *% #cc
he management should take care of following aspects to develop a culture of trust and confidence upon the employees. @. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant.
2. Always ensure that managers have adequate time to be devoted to the complainant. 3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure. 4. ully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 5. ry to let employee present their issues without prejudging or commenting 6. o use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. 7. o remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 9. on't make threats manage the grievances. @. ever make use of allegations against personalities. @@. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance. @2. on't become angry, belligerent, or hostile during grievance handling procedure. @3. o listen for the main point of arguments and any possible avenue to resolve the grievance. @4. isten and respond sensitively to any distress exhibited by the employees. @5. Eliminating the source of the irritation or discomfort being complained of. @6. eassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible. @7. on't "horse trade" or swap one grievance for another (where the union wins one, management wins one . Each case should be decided on its merits. @8. Avoid usage of verbosisms like ´it will be taken care of."
@9. Ensure effective, sensitive and confidential communication between all involved. 2. ake all possible steps to ensure that no victimization occurs as a result of the grievance being raised. 2@. he investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. ry to look upon the problem on different angles for appropriate understanding. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. onsider all relevant information in the investigation process. 26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. 27. Be aware of the limits of authority of the person who involved in the grievance handling procedures. 28. f the manager feels that he/she is not the appropriate personcsenior manager to deal with the issue refer the complainant to the appropriate person as soon as possible. 29. ry to get a better idea of whether the alleged discrimination or harassment happened or didn't happen. 3. ell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate. 3@. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor. 32. ry the level best to involve team members to resolve the crisis at unit level itself. 33. Avoid as far as possible the union involvement in conflict resolution situation process.
34. ollow documentation the procedures, of all necessary steps taken to resolve the problem/complaint. !(# cc
o a great extend the aggravation of industrial problems depends on manager's approaches and attitude in effective handling of employees grievances. are should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. he conflict management approaches include the win-win strategy that help in the healthy organizational practices and which reflects the strong organizational culture. he cooperation from both parties is the pre-requisite to handle the problem and effective settlement of the grievances. onscious use of professional self can help managers in the conflict handling situations grievance redressal process.
EEEE @.c European rade nion nstitute (@989 ollective Bargaining in Western Europe 2.c zaki (@987 , 'abour elations in the ublic ervice,' eview, July ± Aug. 3.c chregle J (@99@ 'Workers articipation in ecisions Within ndertaking' eview Jan ± eb. 4.c Essentials of uman resource management and industrial relations- . ubha ao
