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Chapter 20

Human resource management chapter 20

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Madhusudan Prasad
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13 views6 pages

Chapter 20

Human resource management chapter 20

Uploaded by

Madhusudan Prasad
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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aah Bare: grievance Handling and gedressal ite line Introduction Effective Redressal of Grievances Features and Forms of * Model Grievance Procedure : : @ Guidelines for Handling « Complaint vs. Grievance Grievances Discovery of Grievances trike 3. cate NTRODUCTION eee igievance can be broadly defined as an employee's dissatisfaction or feeling of psonal injustice relating to his employment. A grievance is said to arise when aemployee feels that something has happened or is happening to him—that he tinks is unfair, unjust or inequitable. It must be noted that discontentment or satisfaction over something is not a grievance. The unhappy feelings must find Seirway in the form of a complaint. When the complaint remains unattended and ‘Seaggrieved employee feels that he is being taken for a ride—rightly or wrongly, Teasons or for ridiculous ones—the dissatisfaction grows and assumes the “auus of a grievance. A grievance, thus, is a complaint that has been put in writing ‘"dmade formal (Jucious). BURRIS eGeM UAT M ats seer ca * Dale Yoder : A written complaint filed by an employee—claiming unfair of personal injustice which em-_ 325 FS & EME 326 INIT 5 MAINTENANC EMP © Flippo : A grievance is usually more formal in ch can be valid or ridiculous and must grow out of something connected with company operations or policy ‘@ Beach : Any dissatisfaction or feeling of injustice in connection with one's ‘employment situation that is brought to the notice of management FEATURES OF GRIEVANCES eye} If we analyse the views of various experts cited above, some noticeable features emerge clearly ‘# Discontent or dissatisfaction: A grievance refers to any form of discontene or dissatisfaction with any aspect of the organization. Real or imaginary: The discontent can arise out of real or imaginary rea. sons. When the employee feels that injustice has been done to him, he has a jevance. The reasons for such a feeling may be valid or invalid, legitimate or irrational, justifiable or ridiculous. Voiced or unvoiced: The discontent may be voiced or unvoiced. But it must find expression in some form. However, discontent per se is not a grievance, Initially, the employee may complain orally or in writing. If this is not looked into promptly, the employee feelsa sense of lack of justice. Now the discontent. grows and takes the shape of a grievance. * Perceived non-fulfilment of expectations: A grievance, broadly speaking, may refer to perceived non-fulfilment of one’s expectations leading to dis- satisfaction with any aspect of the organisation, FORMS OF GRIEVANCES A grievance may take any one of the following forms: Factual: A factual grievance arises when legitimate needs of employees re- main unfulfilled, e.g, wage hike has been agreed but not implemented citing various reasons. Imaginary : When an employee's dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong infor- mation he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, it has to clear the ‘fog’ immedi- ately. ¢ Disguised: An employee may have dissatisfaction for reasons that are un- known to himself. he/she is under pressure from family, friends, relatives, neighbours, he/she may reach the work spot with a heavy heart, If a new recruit gets a new table and almirah, this may become an eyesore to other employees who have not been treated likewise previously. RIEVANCE ‘AND REDRESS4y pLAINT VS. GRIEVANCE re 0M ae ota Oh mentio ig here that a mere Se et ce com star asmanagementis concerney Plaint against anythin, B is not a griev- Lifith, o e. When people ¢ abtast0t vil 2 a gievance ates Complain about me ‘ed anyone's rights, there Fee complaints against ee ly and poate laa and sii fl le. len jet ing sides. This sort of compere tobelooked into esta Mrpout takin Complaint can take the shape of diene i a grievance i pone e nstmanagement(or sometimes against frewni ieee of a past practice or those not on Fe nora ¥.Itis always better to put out fires au eee Gaevances may occur for a number of reasons, Wage fixati Bgeconom'< : Pes 'xation, overtime, bonus, wage revision, etc Employees may feel that they are paid less when compared to others, ¢ Work environment: Poor safety and bad physical conditions, unavailal of tools and proper machinery, unrealistic targets, poor qual etc. ¢ Supervision : Relates tothe attitudes ofthe supervisor towards theemployee such as perceived notions of bias, favouritism, nepotism, caste affiliations, regional feelings, etc. # Work group : Employee is unable to adjust with his colleagues: suffers from feelings of neglect, victimization and becomes an object of ridicule and hu- miliation, etc. Miscellaneous : These include issues relating to (management policies) cer- tain violations in respect of promotions, safety methods, transfer, disciplinary tules, fines, granting leave and medical facilities of materials Effects Grievances, if they are not identified and redressed, may adversely affect workers, Managers and the organization as a whole (Table 20.1). ‘TABLE 20.1 : HOW UNRESOLVED GRIEVANCES IMPACTS PRODUCTION AND PEOPLE Effects on production | _ Effects on employees * Low quali |e Increases the rate of over. Reduces the level of commitment, sincerity Effects on managers ‘ Strains the superior- subordinate relations. Increases the degree of supervision, control and follow up. * Low quantity of pro- duction and produc- | # tivity, 328 MAINTENANC | Effects on production Effects on employees Effects on managers i p I t n produc 4 p L Advantages of having an effective grievance procedure The following are some of the distinct advantages of ha procedure: (Need for a grievance procedure) # Read the pulse of employees : The i ployees’ feelings and opinions about the company’s pi can feel the ‘pulse’ of the employees Chance to ventilate feelings : With the existence of a grievance handling procedure, the employee gets a chance to ventilate his feelings. He can let off steam through an official channel. Certain problems of workers cannot be solved by first line supervisors, for these supervisors lack the expertise that the top management has, by virtue of their professional knowledge and experience. @ Compelled to listen to the voice of employees : It keeps a check on the supervisor's attitude and behaviour towards their subordinates. They are compelled to listen to subordinates patiently and sympathetically. Boost the morale of employees : The morale of the employees will be high with the existence of proper grievance handling procedure. Employees can get their grievances redressed in a just manner. DISCOVERY OF GRIEVANCES Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies pet views, exit surveys could also be undertaken to uncover the mystery surrounding grievances. These methods are discussed below: * Observation : A manager/supervisor can usually track the behaviours of people working under him. Ifa particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing in- difference to commands, reporting late for work or is remaining absent, the signals are fairly obvious. Since the supervisor is close to the scene of action, he can always find out such unusual behaviours and report promptly. Grievance procedure : A systematic grievance procedure is the best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to SaJ- anagement is able to know the em. ies and practices, It | ne absence of such a proce 329 ‘at a future date, lle up and explode in violent t have taken an ugly shape labour and management. If ss their ances, unions jf ertainit gince the complainant need not revealhisiqie ‘niustice or discontent frankly and wit >rinjus! ity, he can express his feelings any fear of victimization. Exit interview : Employees usually leave their a faction or better prospects outside. If the manager tries sincer ly through an exit interview, he might be able to find out the real reasons why is tearing the organization. To elicitvaluable information, the manager must encourage the employee to give a correct picture so as to rectify the mistakes promptly. Ifthe employee is not providing fearless answers, he may be given a ques- tionnaire to fill up and post the same after getting all his dues cleared from the organization where he is currently employed. urrent jobs due to dissatis- ¢ Opinion surveys : Surveys may be conducted periodically to elicit the opin- ions of employees about the organisation and its policies. It is better to use as many channels as possible, if the intention is to uncover the truth behind the curtain. EFFECTIVE REDRESSAL OF GRIEVANCES: izati uld have a systematic grievance procedure in order to re- Peni taces cece Aeorunel above, unattended grievances may talminate in the form of violent conflicts later on. The grievance procedure, to be sound and effective should possess certain le segementeg Conformity with statutory provisions : Due consideration the cial legislation while designing the grievance ad ae ¢ Clarity : Every aspect of the grievance handling PoE eee and unambiguous. Allemployees should know who” at a he they have a grievance, whether the complaint should’ Wr say Maximum time in which the redressal is sscure ee et eatecioe ee iio seta be simple and short. * Sim, : ievance handling proce: eas If aan fe complicated it may discourage employees fail to make use of it in a proper manner 330 UNIT 5 : MAINTENANCE OF EMPLOYEES & EM 331 Specifies the det va 5 dre: © Promptness : The grievance of the employee sho id be promptly handieg | redressing grievances, Is of all the steps that are to be e 00 } e e| and necessary action must be taken ra at vn RAL the first Step the grievance is to he by - agement, because if the wrong ‘aken totask jt | who isa represent, Submitted to employee and manag ‘aay departmental repre- may affect the morale of other employees © Training: The supervisors and the union rep! ‘ative of ma na ‘ement. Hehastogivehis answer within esentatives should be roperly i It trained in all aspects of grievance handling beforehand or else it will comp | STB yee can take his grievance to fers {Sto providea solution, the aggrieved cate the problem. | emp sr within 3 days ofthe department, who has to give his Follow up : The personne! department should keep trackof the effectiveness | dé sifthe aggrieved and the functioning of grievance handling procedure and make necessary Ser takethe irerance GCG with the decision ofdepartmental changes to improve it from time to time | babs recommenations tothe ene commie Therieranee Commie Steps in the Grievance Procedure tre final decision of the management on the "thin 7 days in the form of a report. © Identify grievances : Employee dissatisfaction or grievance should be iden. tified by the management if they are not expressed. If they are ventilated, management has to promptly acknowledge them. © Define correctly : The management has to define the problem properly and accurately after itis identified /acknowledged. aril fhe grievances Collect data : Complete information should be collected from all the parties untary arbitration. relating to the grievance. Information should be classified as facts, data, opinions, etc. Analyseand solve: The information should beanalyzed, alternative solutions tothe problem should be developed and the best solution should be selected Prompt redressal : The grievance should be redressed by implementing the solution. Implementand follow up: Implementation of the solution must be followed up at every stage in order to ensure effective and speedy implementation. MODEL GRIEVANCE PROCEDURE Saar area i srr oe emer erte ee—erceseeeteneeenenenee ree Grievance procedure is a formal communication between an employee and the management designed for the settlement ofagrievance. Grievances could be settled in two ways~open door policy or step ladder policy. Open Door Policy : Under the open door policy, the aggrieved employee would meet the chief executive of the organization, express his feelings of discontentment or unhappiness fearlessly and get the contentious issues resolved quickly. Such a policy, however, would work in small organizations, Step Ladder Policy : This approach is more suitable for bigger organizations. Ac- cording to the step ladder approach, workers’ representatives are to be elected for department or their union Is to nominate them. Management has to specily the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step, dressal Figure 20.1 : Steps in the process of grievance rede |ORIZONS OF HRM 332 UNIT S : MAINTENANCE OF EM GUIDELINES FOR HANDLING GRIEVANCES e deal ——————— © Treat each case Talk to the em patient hearing. Discuss in a private place. Ensure confidentiality, if necessary. ° Handle each case within a time frame. Examine company provisions in each case. Identify violations, if any. Do not hold back the remedy if the company is wrong. Inform your superior about all grievances. Get all relevant facts about the grievance. Examine the personal record of the aggrieved worker. See whether any witnesses are available. Visit the work area. The idea is to find where things have gone wrong and who is at fault. oe ° Gather information from the union representative about what the employee has to say and what he wants. Give short replies, uncovering the truth, and treat him properly. ° Control your emotions, your remarks and behaviour. o- Maintain proper records and follow up the action taken in each case. . Be proactive, if possible. Companies like the Visakhapatnam Steel Plant (VSP) and NALCO actually invite workers to ventilate their grievances freely, listen to the other side patiently, explain the reasons why the problems arose and redress the grievances promptly. TABLE 20.2 ; DO'S AND DON'TS IN HANDLING GRIEVANCES Do's . Investigate and handle each and every ‘case as though it may eventually result in an arbitration hearing. DON'Ts 1, Discussthe case with the union steward alone; the grievant should definitely be there. 2. Talkwith the employee abouthisgriev-| 2. Make agreements with individuals ance; give him a good and full hearing. that are inconsistent with the labour 3. Get the union to identify specific con- agreement. ‘ractual provisions allegedly violated. | 3. Apply the grievance remedy to an im- 4. Enforce the contractual time limits, Proper grievance. 5. Comply withthecontractualtimelimits | 4. Hold back the remedy if the compar forthe company to handle agrievance.| __is wrong. 5. . Admit the binding effect of a past prac tice, cH.20 Al GRIEVANCE HANDLING AND epg SSAL, ws DO's Pe 2 - hetieea ed | perermine whether al the procedural] gy zoos Te requirements asdictated bythe agree. - seuntushyourauthorfyothe union | ave been complied wi ttle fen ith, fain eeevanCes onthe basis of whatis | Mite workarea wheretheprievance| nstead, stick to the labour agree- Tent aca after all, should be your Make mutual cons ent agreements re- Sarding future action. Bargain over items not c ove ee fered by the arose: petermine ifthere wereany witnesses, | g gxamine the relevant contract pro- visions, and understand the contract| 9, thoroughly. petermine if there has been equal | 10, treatment of employees. gxaminethe grievant's personal record, | 11 {2 fully examine prior grievance records 13, Evaluate any political connotations of | 12. Treatas“arbitrable“claims demanding pac ericvance, the discipliningor discharge ofmanage- | | 14, Permit a ful Ment members. 15. Identify the relief the union is seeking. | ‘> —_ ee ea beyond ur imi 16, Treatthe union representativeas your) 7 of responsibility or fami } Concede implied limitations on your Management's rights. Argue grievance issues off the work Premises, earing on the issues. | 8 iarity, at 14. Give away your copy of the written 17. Command the respect of the union| grievance paaescutatives: 15. Discuss grievances of striking employ- 18 Hold your grievance discussions pri-| ees during an illegal work stoppage vately. 16. Settleagrievancewhenyouareindoubt. 18 Provide the grievance process to 100-1 17 sport another supervsorin a hope- union members as well. apes Fev | /%0 Satisfy the union’s right to relevant | 19 pofer a grievant to different form of information. a grievant ferent 21. Demand thatproper productivitylevels | 4 Pip a “a ingof| grievance settlement. 2 Ful Manne 20. Give long written grievance answers. lly inform your own superior of ees srlevan 1, Tradeagrievancesettieme ; \ce matters. 2a fee withdrawal (or try to “make up fora bad decision in one grievance by bending over backwards” in another). 22. Negate the management's right to pro- ‘mulgate plant rules. 23. Deny gris ‘on the premise that » cyour hands have been tied by the management” : | 24, Agree to informal amendments in the i ee ee ae ry ‘i RIZONS OF HRM. SUMMARY — ‘© Agrievance refers employment, reg @ Agrievance mai © If grievanc TEST QUESTIONS eRe ve yous 1. 12. The model grievance procedure suggest Labour involves six successive time-bound steps each case of dissatisfaction. Bring out the differences between positive and negative discipline. Define the term “grievance”. How would you try to uncover grievances? Discuss the model grievance procedure that is applicable in India, What are the essential pre-requisites of a grievance procedure? Discuss the importance of grievance redressal as against grievance avoidance. “An effective grievance handling procedure is preventive rather than curative” Comment. How can management know, understand and resolve employee grievances? “Asound grievance procedure must contain certain essential steps.” Comment. Suggest a formal grievance procedure for a medium sized organization. Define the term “grievance”, Discuss the model grievance procedure. Are there any means to collect vital bits of information about grievances? If yes, elaborate the steps that could uncover grievances. how grievance management is important both from the standpoint of employee and employer. Illustrate your answer with suitable examples. What do you understand by grievance? Why should a manager be particularly concerned about employee grievances? 335 i 10 get based on his own service —Venkat’s name could not be considered for the Supervisors post The wnnnee palcyofselectingonly graduatesforsupervi fi

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