GRIEVANCES AND GRIEVANCE HANDLING

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Presentation transcript:

GRIEVANCES AND GRIEVANCE HANDLING ***

*Introduction Grievances or conflicting thoughts are part of industrial life. It is essential to bring this conflict to the surface. All conflicts cannot be eliminated but their exposure will contribute towards their reduction. Such exposures lead to adjustments and further improved organizational effectiveness.

METHODS OF BRINGING CONFLICT TO SURFACE Grievance procedure Direct observation Suggestion boxes Personal counselor Exit interviews Miscellaneous channels

GRIEVANCE Dissatisfaction is any state or feeling of discontent Dissatisfaction orally made known by one employee to another is a complaint. A complaint becomes a grievance when brought to the notice of the management. According to Fillipo, “The term would include any discontent and dissatisfaction that affects organizational performance. It can either stated or unvoiced, written or oral, legitimate or ridiculous. (a) A complaint is a discontent that has not assumed importance. (b) A complaint becomes grievance when the employee feels that injustice has been committed.

CHARACTERISTICS OF GRIEVANCES It may be unvoiced or expressly stated. written or oral valid, legitimate or untrue or false. It may relate to the organizational work. An employee may feel an injustice has been done. It may affect the performance or work

Charcters ..cntd Grievances generally give rise to unhappiness, frustration, indifference, discontent, poor morale, and poor efficiency That is change in attitude, perception and behavior

TYPES OF GREIVANCE Visible grievances Hidden grievances # An employee may feel that there has been an infringement of his rights. # Grievances exist in the minds of individuals. # Grievances may be concerning employment, working conditions, change of service conditions, biased approach, non-application of principle of natural justice, work loads and work norms

NEED FOR GRIEVANCE PROCEDURE Identification and analysis of grievances, nature nod causes Helps at formulating and implementing the policies and programmes It is problem solving, dispute-settling mechanism. Strengthen good industrial relationship. It detects the flaws in working conditions and helps to take corrective measures. Build good morale, maintains code of discipline. Brings uniformity in handling grievances. It develops faith of employees. Reduces personality conflicts. It acts as a pressure valve. Provides judicial protection to the employees. Provides avenues to present the problems.

GRIEVANCE REDRESSEL SYSTEM Enables the parties to resolve differences in peaceful, orderly and expeditious manner. Favors the parties to investigate and discuss the problem (i) Open-door policy (ii) Step ladder type (iii) Grievance handling committee

BASIC ELEMENT OF GRIEVANCE PROCEDURE 1. Existence of sound channel of communication. 2. The procedure should be simple, definite and prompt. 3. It should be clearly defined. 4. Helpful attitude of management. 5. Fact-oriented system. 6. Respect for decisions. 7. Adequate publicity. 8. Periodic Review.

STEPS IN HANDLING GRIEVANCES 1. Receive and define the nature of dissatisfaction. (a) Manner and attitude when complaint is received (b) Assessment must be made that the complaint is presented fairly. (c) Statement and issues must not be pre- judged. (d) Proper time and attention is given.

Steps.Cntd 2. Get the facts (a) Facts be separated from impressions and opinions. (b) Consult the policies. (c) Consult the records.

Steps.Cntd 3. Analyze and decide. 4. Apply the answer. 5. Follow-up

DO’S IN HANDLING GRIEVANCES 1. Investigate and handle each case carefully 2. Talk to the employee. 3. Enforce the time limit. 4. Visit the work area or place of grievance. 5. Determine witnesses. 6. Examine records. 7. Examine witnesses

DO’S Cntd 8. Evaluate grievance. 9. Permit full hearing. 10. Identify the relief an employee is expecting. 11. Command the respect of all. 12. All discussions privately. 13. Keep superiors informed. 14. Ensure proper productivity. 15. Stick to labor agreements.