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Grievance Handling PPT by Prachi

The document discusses employee grievances, including their causes, effects, and how organizations can establish formal grievance procedures and processes to effectively handle grievances. It provides details on the key aspects of a grievance, principles for an effective grievance handling system, and recommendations for a model grievance procedure that addresses grievances in a timely manner through multiple steps.

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sanam sharma
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7K views

Grievance Handling PPT by Prachi

The document discusses employee grievances, including their causes, effects, and how organizations can establish formal grievance procedures and processes to effectively handle grievances. It provides details on the key aspects of a grievance, principles for an effective grievance handling system, and recommendations for a model grievance procedure that addresses grievances in a timely manner through multiple steps.

Uploaded by

sanam sharma
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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22-1

EMPLOYEE GRIEVANCES
22-2

INTRODUCTION
When an employee feels that something is unfair in the organisation,
he is said to have a grievance. To be precise, grievances have
certain common features.

Features of the term “grievance”


 Perceived non fulfillment of one's expectations leading to dissatisfaction with any
aspect of the organisation.
 The dissatisfaction arises out of employment and not due to personal or family
problems
 The reasons could be real or imaginary or disguised.
 The discontent may be voiced or unvoiced.
CAUSES OF GRIEVANCES

 MANAGEMENT PRACTICES
 UNION PRACTICES
 INDIVIDUAL PERSONAL TRAITS
 CULTURE (ANTAGONISTIC ENVIRONMENT)
22-3

EMPLOYEE GRIEVANCES

Causes
 Economic
 Work environment
 Supervision
 Work group
 Miscellaneous
Effects
If grievances are not identified and redressed properly, they may
adversely affect the workers, managers and the organisation.
 Production
 Employees
 Managers
CHARACTERISTICS OF GRIEVANCE:

 VOICED OR EXPRESSLY STATED BY AN EMPLOYEE


 MAY BE ORAL OR WRITTEN.
 VALID , LEGITIMATE ,UNTRUE OR COMPLETELY FALSE OR
RIDICULOUS .
 ARISE OUT OF CONDIITONS OF WAGES , WORK
ASSIGNMENTS.
 FEELING OF AN INJUSTICE HAS BEEN DONE TO PERSON.
HOW TO UNCOVER GRIEVANCES

 OBSERVATION
 GRIEVANCE HANDLING PROCEDURE
 OPEN DOOR POLICY
 EXIT INTERVIES
 OPINION SURVEYS
 STEP LADDER PROCEDURE
PRINCIPLES OF GRIEVANCE HANDLING SYSTEM

 WELL DEFINED, SIMPLE, TIME BOUND


 SETTLED AT LOWER LEVEL OF GRIEVANCE
PROCEDURE.
 PROVIDE REFERENCES OF DIFFERENT
GRIEVANCES .
 CONFORMITY WITH EXISTING LEGISLATIONS.
22-4

Grievance Procedure

It is a formal channel of communication used to resolve grievances.


Having a formal grievance procedure has its own advantages.
Workers get a wonderful opportunity to ventilate their feelings.
Management can go back to the roots of a problem quickly.
Supervisors, too, have to fall in line and listen to workers’
complaints more seriously. A fair redressal mechanism would boost
the morale of all employees greatly.
22-5

The discovery of grievances

The success of a grievance procedure, to a large extent, depends


on the various ways adopted to uncover the problem:

How to uncover grievances?


 Observation
 A formal grievance procedure
 Open door policy
 Exit interviews
 Opinion surveys
GRIEVANCE HANDLING SYSTEM

1. DEFINE , EXPRESS AND DESCRIBE NATURE OF


GRIEVANCE AT HEART OF EMPLOYEE’S
COMPLAINT .
2. GATHER RELEVANT FACTS ABOUT ISSUE , HOW
AND WHERE IT TOOKPLACE AND THE
CIRCUMSTANCES
3. DEVELOP LIST OF ALTERNATIVE SOLUTIONS
4. GATHER RELEVANT INFORMATION FOR
CHECKING TENTATIVE SOLUTIONS .
5. UNBIASED DECISIONS
6. FOLLOW UP OF THE CASE TO ENSURE HANDLING
OF GRIEVANCES SATISFACTORILY.
GRIEVANCES IN INDUSTRY
MANAGEMENT LABOURS
 INDISCIPLINE AMONG
WORKERS
 GO SLOW TACTICS BY THE
 WAGE ADJUSTMENTS
WORKERS  COMPLAINTS OF INCENTIVE
 NON FULLFILLMENT OF TERMS SYSTEM
OF CONTRACT SIGNED  JOB CLASSIFICATIONS
BETWEEN MANAGEMENT AND  DISCIPLINARY PROVISIONS
WORKERS OR TRADE UNIONS.  PROMOTIONS
 FAILURE OF TRADE UNIONS  NON-AVAILABILITY OF
WITH TERMS OF CONTRACT. MATERIALS IN TIME ,
 IRRESPONSIBLE CHARGES BY  IMPROPER JOBASSIGNMENTS
TRADE UNIONS AGAINST
MANAGEMENT
 UNSATISFACTORY WORK
CONDITIONS
 INSOLVENCY IN TRADE UNIONS  FREQUENT TRANSFERS
22-6

Essentials of a formal grievance


procedure

A sound grievance procedure must have the following characteristics

Prerequisites of a grievance procedure


 Conformity with statutory provisions
 No ambiguity
 Simplicity
 Promptness
 Training
 Follow up
22-7

Steps in the grievance procedure

 Identify grievances
 Define correctly
 Collect data
 Analyse and solve
 Prompt redressal
 Implement and follow up
22-8

Model Grievance Procedure

The model grievance procedure suggested by the National Commission


on Labour involves six successive time-bound steps each leading to the
next, in case employees have any reason to complain against any issue
affecting their organisational lives.

Model grievance procedure


P ro ce d u re T im e F r a m e
A p p e a l a g a in s t w it h in a w e e k

M anager 3 days

G r ie v a n c e C o m m i t te e 7 d a y s u n a n im o u s

HOD 3 days

S u p e rv is o r 4 8 h o u rs

F o re m a n

W o rk e r
22-9

Grievance Procedure

Guidelines for handling grievances


 Treat each case as important and get the grievance in writing
 Talk to the employee directly
 Discuss in a private place
 Handle each case within a time frame
 Examine company provisions in each case
 Get all relevant facts
 Control your emotions
 Maintain proper records
 Be proactive, if possible.

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