Published on March 7, 2014
GRIEVANC E HANDLING ELIJAH P. PIELAGO
A Grievance is a type of discontent which must always be expressed. It can be valid or ridiculous but must grow out of something connected with company’s operations or policy. It must involve an interpretation or application of the provisions of the labor contract. - Edwin B. Flippo The complaints affecting one or more individual workers in respect of wage payments, overtime, leave, transfer, promotions, seniority, work assignment and discharge constitute grievances. - The National Commission on Labor
Characteristics of Grievances Grievances arise out of the perceived injustice or unfair treatment felt by the aggrieved employee. It is the state or feeling of discontent or dissatisfaction about any aspect of an organization. The cause of a grievance may be real or imaginary, serious or inconsequential, genuine or fake, legitimate or irrational. A Grievance may be voiced or unvoiced. But it should be expressed in some form, normally in written form. It must arise only out of the job of the employee in the company and not out of family or personal
Sources of Grievances MANAGERIAL CONDITIONS Pay Scale or Wage rates Overtime Benefits – Promotions, Incentives, Seniority and Discharges. Lack of role clarity Autocratic Leadership style of supervisors. Lack regards for collective agreement.
Sources of Grievances WORKING CONDITIONS Unrealistic Non availability of proper tool, machines and equipments for doing the job. Tight production standards Bad working conditions Poor relationship with the supervisor. Negative approach to discipline.
Sources of Grievances PERSONAL FACTORS Narrow attitude Over ambition Egoistic Personality Non- cooperative. Personal Problems outside factory
Effect of Grievances 1. On Production Low quality of production, Low productivity, Increase in wastage, Increase in cost of production. 2. On Employees Increased absenteeism, Reduction in level of commitment, Increase in accidents, Reduced level of employee moral. 3. On Managers Strained superior- subordinate relations, Need for increased supervision/control and follow up, Increase in unrest.
The Grievance Procedure The objective of this procedure is to provide an opportunity for an employee to raise formally an individual grievance on matters relevant to his/her employment or conditions of service where the normal and customary channel of discussion with their direct supervisor has been unable to resolve the issue.
Stages STAGE :- 1 The aggrieved employee makes a written or oral representation to the frontline supervisor, seeking settlement of his grievance, and if the redressal efforts fail, the issue goes to the next stage. STAGE :- 2 In this stage, the labor officer is involved in the process. He acts as a mediator between the aggrieved employee and the supervisor in arriving at a settlement. STAGE :- 3 Higher levels may involved depending upon the issue.
Essentials of Good Grievance Procedure Legally Sustainable Mutually Acceptable Easily understandable Highly flexible Sufficiently Knowledgeable
Guidelines for Handling Grievances DO :Investigate and handle each case very promptly. Talk with the employee, give the person a full hearing. Require the union to identify specific contractual provisions allegedly violated. Comply with the contractual time limits for handling the grievance. Visit the work area of the grievance. Determine whether there were any witnesses. Examine the grievant personal record. Fully examine prior grievance records. Hold your grievance discussions privately. Fully inform your own superiors.
Guidelines for Handling Grievances DON’T : Discuss the case with the union steward alone. Hold back the remedy if the company is wrong. Admit to the binding effect of a past practice. Relinquish (to give up) to the union your rights as a manager. Settle grievances based on what is fair. Instead, stick to the labor agreement. Bargain over items now covered by the contract. Give long written grievance answers. Trade a grievance settlement for a grievance withdrawal. Deny grievances because of management pressures. Agree to informal amendments in the contract.
Benefits Enables the management to know the pulse of its employees. Provides a channel to the aggrieved to express their grievances. Provides clues about the behavior and attitude of the managers and supervisors towards their subordinates. Gives an assurance to the employees about the existence of a mechanism for the prompt redressal of their grievance. Keep up the morale of the
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