ADDIS ABABA UNIVERSITY

Depart
ment of Management

Course: Human Resource Management Group Assignment

Section: One

GROUP NAME AND THEIR TITLES……………………………………….……..…..…ID NO:

1. DEMBOB MEDAGA…………………………………………………………....BEE/1240/14
2. BEZA ABEBE……………………………………………………………………BEE/6698/14
3. BIRHANU MOKKENNON……………………………………………..............BEE/5021/14
4. ESKEDAR ASEFA…………………………………………………..………….BEE/4949/14
5. AYISHA GETACHEW………………………………………………..………..BEE/8730/14
6. ALEMAYEHU GIRMA……………………………………………..……….....BEE/8318/14

Submitted to Mr. Yalew A.

Submission date June 17/2024

1
Acknowledgement
We’re thankful you've been our Instructor, and we thank
you for doing what you do. It may not seem like it to you
all the time, but you have been a positive influence on us
when times get hard. Thank you, MR. YALEW A. We
wanted to say thank you for making this class very
interesting and interactive for us, we wish you all the best
throughout your journey.

2
Tables of contents…………….…….……...……………...Page

Meaning and Definition of Integration and Maintenance

1. Definitions of Discipline……………………………………………………....5
2. Effective Rules of Discipline……………………………………………..…...6
3. Definitions of Self discipline……………………………………………….…8
4. Progressive discipline………………………………………………………..,,9
5. Purpose and Objectives of Disciplinary Action…………………………….....9
6. Disciplinary Procedure………………………………………………………..10
7. Labor Relation or Industrial Relation………………………………………….10
8. Collective Bargaining………………………………………………….………13
9. Objective and Scope of Collective Bargaining…………………………...…...13
[Link] of collective bargaining……………………………………….14
11. Collective Bargaining Participants……………………………………….…...14
12. The Collective Bargaining Process……………………………………….…..15
13. Definition of Grievance…………………………………………………....….17
14. Forms of Grievance………………………………………………………..….18
15. Features of Grievance………………………………………………………....18
16. Objectives of Grievance Redressai Procedure…………………………….….19
17. Steps in Employees Grievance Redressai Procedure………………….……...19
18. Causes of Employee Grievances……………………………………………...21
19. Effects of employment grievances………………………………………..…..22
20. Benefits of Grievance Handling Procedures………………………………….22
[Link]………………………………………………………………...…...23
22. Reference……………………………………………………………………..24

3
ABSTRACT

Employee-employer relationship, discipline management and grievance handling are inseparable

parts of Human Resource Management. Day to day, a HR manger has to face thousands of issues
in an organization regardless of its size. Be it a large corporation or a small privately-owned
firm, a strong employee-employer relationship paves the way to profitability and success. This
paper focuses on the issues of Employee and employee relationship, how to achieve it and
finding out the impediments in the way to strong relationship, and also emphasizing on the
process of CBA election and discipline management of an organization. This paper tries to
compare different grievance procedures that are being practiced worldwide and looking for the
best between ADR versus Legal dispute settlements. Using secondary data and observations
from the very practical perspective of Bangladesh, this paper will enable understanding of
employee-employer relationship, discipline management and grievance handling.

4
 Meaning and Definition of Integration and Maintenance

Discipline

The word "discipline" is derived from the Latin word "disciplina", which means teaching,
learning and growing.

Megginson offer three distinct meaning of the word discipline:

 Self-discipline
 Necessary condition of orderly behavior
 Act of training and punishing

DEFINITION

Discipline is the orderly conduct of affairs by the members of an organization who adhere to its
necessary regulations because they desire to cooperate harmoniously in forwarding the end
which the group has in view and willingly recognize that, to do this, their wishes must be
brought into a reasonable unison with the requirements on the group in action.

Ordway Teads

Discipline is the process of training a worker so that he can develop self-control and can
become more effective in his work.

5
Discipline is the regulation and modulation of human activities to produce a controlled
performance.

 It is to encourage employees to confirm to established standards of job performance and

to behave sensibly and safely at work.
 Discipline involves the conditioning or molding of behavior by applying rewards or
punishment.

Effective Rules of Discipline

McGregor (1967) developed a set of rules for enforcing discipline so as to make it as fair and
growth producing as possible. These rules were called "hot stove rules" because they can be
compared to someone touching a hot stove.

6
The following rules explain his theory:

 All individuals must be forewarned that if they touch the hot stove (i.e., break a rule),
they will be burned (punished or disciplined). They must know the rule beforehand and
be aware of the punishment
 If the individual touches the stoves (i.e., breaks a rule), there will be immediate
consequences (getting burned) All discipline should be administered immediately after
rules are broken.
 If the individual touches the stove again, they will again be burned. Therefore, there is
consistency. Each time, the rule is broken; there are immediate and consistent
consequences.
 If any other individual touches the hot stove, they will also get burned. Discipline must
be impartial and everyone must be treated in the same manner if the rule breaking is the
same.

7
 Definition:
 Self-discipline is best defined as the ability to regulate ones conduct by principle and
sound judgment, rather than by impulse, desire, or social custom.

 Self-discipline can be considering a type of selective training, creating new habits of

thought, action, and speech toward improving yourself and reaching goals.

The Five Pillars of self-discipline

1. Acceptance
2. Willpower
3. Hard work
4. Industry
5. Persistence.

If you take the first letters of each word you get the acronym "A WHIP" - since many people
associate self-discipline with whipping themselves into shape.

8
Progressive discipline

 Need to communicate rules

 Typical steps
o Verbal warning
o Written warning
o Suspension
o Termination

Purpose and Objectives of Disciplinary Action

The purpose of discipline is to encourage employees to behave sensibly at work,

by adhering to rule and regulations.

It has the following purpose:

 To enforce rules and regulations

 To punish the offender
 To serve as an example to others to strictly follow rules
 To ensure the smooth running of the organization
 To maintain industrial peace
 To improve working relations and tolerance
 To obtain a willing acceptance of the rules, regulations and procedures of an organization
so that organizational goals may be attained.
 To impart an element of certainty despite several differences in informal behaviors
pattern and other related changes in an organization.
 To develop among the employees a spirit of tolerance and a desire to make adjustments.
 To give and seek direction and responsibility
 To create an atmosphere of respect for the human personality and human relations
 To increase the working efficiency and morale of the employees so that their productivity
is stepped up the cost of production improved.

9
 Disciplinary Procedure

1. Accurate statement of the problem- The first step is to ascertain the problem by seeking
answer to the following questions:
 Does this case call for a disciplinary action?
 What exactly is the nature of the violation or offence?
 Under what condition did it occur?
 Which individual or individuals were involved in it?
 When or how often, did the violation occur?
2. Collecting facts bearing on the case- Before any action is taken in a case, it is essential to
gather all the facts about it. A thorough examination of the case should be made within the
stipulated time limit.
3. Selection of tentative penalties- The kind of penalty to be imposed for an offence should be
determined beforehand.
4. Choice of Penalty- When a decision has been taken to impose a penalty, the punishment to
be awarded should be such as would prevent a recurrence of the offence.
5. Application of the Penalty- The application of the penalty involves a positive and assured
attitude on the part of the management. If the disciplinary action is a simple reprimand, the
executive should calmly and quickly dispose of the matter.
6. Follow-up on disciplinary action- The ultimate purpose of disciplinary action is to maintain
discipline, to ensure productivity, and avoid a repetition of the offence. A disciplinary action
should, therefore, be evaluated in terms of its effectiveness after it has been taken.

Labor Relation or Industrial Relation

A union is an organization of workers, acting collectively, seeking to promote and protect its
mutual interests through collective bargaining only 12% of the private sector workforce is
unionized

 labor contracts typically stipulate:

o wages
o hours

10
 o terms and conditions of employment

Labor relations - field that emphasizes skills managers and union leaders can use to minimize
costly forms of conflict (such as strikes) and seek win-win solutions to disagreements.

Why Employees join labor union

 Higher wages and benefits: the strength of large numbers and negotiating skills of
professional bargainers give unions an advantage over individuals
 Greater job security: collective bargaining contracts limit management's ability to
arbitrarily hire, promote, or fire
 Influence over work rules: unions represent workers and define channels for complaints
and concerns

The Wagner Act

 Also known as the National Labor Relations Act

 "Bill of rights" for unions, guaranteeing right to organize and bargain collectively
 National Labor Relations Board (NLRB):
 determines bargaining units
 conducts elections
 prevents or corrects unfair labor practices

Unfair labor practices include:

 interfering with an employee's right to bargain collectively

 Interfering with or discriminating against anyone because of union activity
 discriminating against employee who gave testimony under the act
 refusing to bargain collectively with employee representatives

Taft-Hartley Act

 Also known as the Labor-Management Relations Act

 Amended Wagner to address employer concerns
 Specified unfair union labor practices
1. Coercion of employees to join the union

11
 2. Refusing to bargain collectively
3. Engaging in illegal strikes and boycotts
4. Obtaining compensation for services not performed
 Prohibited closed shops, secondary boycotts, and gave the president power to issue a
cooling-off period
 Created Federal Mediation and Conciliation Service (FMCS) to help labor and
management settle disputes

The Railway Labor Act

 Gave workers in the transportation industry the right to bargain collectively and allowed
congressional and presidential intercession in the event of an impasse.

Landrum-Griffin Act

 Also known as the Labor and Management Reporting and Disclosure Act
 Made union officials accountable for funds, elections, and other business and
representational matters
 Required annual filing of information by unions and by individuals employed by unions
 Required that all members be allowed to vote by secret ballot

Executive Orders 10988 and 11491

 Permitted federal employees to join unions and established the Federal Labor Relations
Council (FLRC)

Racketeering Influenced and Corrupt Organizations Act (RICO) of 1970

 Prohibits payment and loans in the form of bribery, kickbacks, or extortion

 Has been used to oust labor officials with organized crime ties

Civil Service Reform Act of 1978

 Replaced executive orders as basic law governing labor relations for federal employees.
 Established the Federal Labor Relations Authority
 Broad-scope grievance procedure

12
 Collective Bargaining
 is the negotiation, administration, and interpretation of a written agreement between
two parties, at least one of which represents a group that is acting collectively, that
covers a specific period of time.
Objective and Scope of Collective Bargaining
 Contracts must be acceptable to management, union representatives, and union
membership
 four issues appear in all labor contracts; the first three are mandated by the Wagner Act
o Wages
o Terms and conditions of employment
o Grievance Procedure
o Hours
 Resolve differences over knotty issues.
 Protect the interests of workers through collective action.
 Carry out negotiations voluntarily, without interference from a third party.
 Arrive at an amicable agreement through a process of give and take.
 To arrive at an agreement on wages and other conditions of employment.
 To have peaceful co-existence for the mutual benefits and progress.

13
  To maintain employee-employer relation bilaterally.

Characteristics of collective bargaining

 Collective: Collective bargaining is a two-way group process where the employer’s

representative and employee’s representatives sit together to negotiate terms of
employment.
 Strength: Both the parties in collective bargaining are strong and equal.
 Voluntary: Both parties come to the negotiation table voluntarily in order to go in
particular negotiation. It is based on discussion, mutual trust and understanding.
 Formal: It is a formal process in which certain employment related issues are to be
regulated at National, organization and workplace levels.
 Flexible: It is a flexible and continuous process and not fixed or static.
 Improvement: It is a method to improve the employer-employee’s relation in
organization and resolve management and employees conflicts.
 Representation: Collective bargaining is between the representatives of employees and
management. The management does not directly deal with employees. It carries
negotiations with the representatives/executives of unions and association.
 Dynamic: Collective bargaining is dynamic, that go on changing over a period and grows
and expand the way of agreement, the way of implementation and way of discussion.
 Continuous: Collective bargaining is continuous and begins with agreement, the
implementation of agreement and further negotiations.
 Bipartite Process: Because the employee and employers’ representatives negotiate
directly face to face across the table.

Collective Bargaining Participants

1. Large corporations have HRM departments with industrial relations experts; corporate
executives, and company lawyers also participate
2. In small companies, the president typically represents the company
3. Union bargaining teams include an officer of the local union, local shop stewards, and reps
from the international/ national union
4. Government watches to ensure rules are followed

14
5. Financial institutions set limits on the cost of the contract

The Collective Bargaining Process

Preparing to negotiate

 Fact-gathering: includes internal information (e.g., employee performance records,

overtime) and external (i.e., data on what similar organizations are doing and the
economy)
 Goal-setting: management decides what it can expect from the negotiation
 Strategy development: this includes assessing the other side's power and tactics

Negotiating at the bargaining table

 Each side usually begins by publicly demanding more than they are willing to accept
 More realistic assessments and compromises take place behind closed doors
 After oral agreement, a written contract is submitted to the union for ratification

Contract administration is the implementation, interpretation, and monitoring of the negotiated

contract between labor and management.

15
 1. information dissemination: helping staff and workers understand the new contract
provisions
2. implementation: making the changes to comply with contract terms
3. interpreting the contract and grievance resolution
4. monitoring activities during contract period

Failure to Reach Agreement Strikes versus Lockouts

 Economic strikes - labor and management cannot reach agreement before the current
contract expires
 Wildcat strikes - unauthorized and illegal strikes that occur because of worker
dissatisfaction during an existing contract
 Lockouts - when organizations deny unionized workers access to their jobs during an
impasse

Impasse-Resolution Techniques used when labor and management cannot agree

 Conciliation and mediation involve a third party to either keep negotiations going or
make nonbinding settlement recommendations
 Fact-finding involves a neutral third party who conducts a hearing and recommends a
nonbinding settlement
 Interest arbitration Involves a panel of one neutral, one management, and one union
representative who hear testimony and render a decision to settle a contract negotiation
dispute
 Primarily in public-sector bargaining
 Binding only if there is unanimous agreement

In collective bargaining a union negotiates on behalf of its members with management

representatives to arrive at a contract defining:

 Recognition
 Management Rights
 Union Security
 Compensation and Benefits
 Grievance Procedure

16
  Employee Security

Dissatisfaction, Complaint and Grievance

 Dissatisfaction: Anything disturbs an employee, whether or not the unrest is expressed in

words.
 Complaint: A spoken or written dissatisfaction brought to the attention of the supervisor or
the shop steward.
 Grievance: A complaint that has been formally presented to a management representative or
to a union official.

Meaning of Grievance
 A grievance is any dissatisfaction or feeling of injustice having connection with one's
employment situation which is brought to the attention of management.
 In simple words, a grievance is any dissatisfaction that organizational relations and
productivity. To understand what grievance is, it is necessary to distinguish between
dissatisfaction, complaint, and grievance.
 Dissatisfaction is anything that disturbs an employee, whether or not the unrest is expressed
in words. Complaint is a spoken or written dissatisfaction brought to the attention of the
supervisor.
 Grievance is a complaint that has been formally presented to a management representative or
to a union official.
Definition of Grievance
According to Michael Jucious, 'grievance is discontent or dissatisfaction whether expressed
or not, whether valid or not, arising out of anything connected with the company which an
employee thinks, believes or even feels to be unfair, unjust or inequitable.
o In short, grievance is a state of dissatisfaction, expressed or unexpressed, written or
unwritten, justified or unjustified, having connection employment situation.
o Grievance Redressal is a management and governance-related process used
commonly in India. The term "Grievance Redressal" mainly covers the receipt and

17
 processing of complaints from employees / workers, a wider definition includes
actions taken on any issue raised by them to avail services more effectively.

Forms of Grievance

1. Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled,
e.g., wage hike has been agreed but not implemented citing various reasons.
2. Imaginary: When an employee's dissatisfaction is not because of any valid reason but
because of a wrong perception, wrong attitude or wrong information he/she has. Such a
situation may create an imaginary grievance.

Features of Grievances

 A grievance refers to any form of dissatisfaction with aspect of the organization.

 The dissatisfaction should arise out of employment and not due to personal or family
problems.
 The dissatisfaction can arise out of real reasons. When employees feel that injustice has been
done to them, they have a grievance.
 The reason for such a feeling may be valid or invalid, legitimate or irrational, justifiable or
ridiculous.
 The dissatisfaction may be voiced or unvoiced, but it should find expression in any form. But
dissatisfaction is not a grievance. Initially, the employee may complain orally or in writing. If

18
 this is not looked into promptly, the employee feels a sense of lack of justice. Now, the
dissatisfaction grows and takes the shape of a grievance.
 Thus a grievance is traceable to be perceived as non-fulfillment of one's expectations from
the organization.

OBJECTIVES OF GRIEVANCE REDRESSAI PROCEDURE

 To enable the employee to get timely solution for their grievances

 To clarify the nature and scope of the grievance
 To examine the reasons for dissatisfaction
 To attain the possibilities of finding speedy resolution to the employee’s problem
 To take appropriate measures / actions towards employee grievances
 To inform and educate employees to their grievance to the next stage of the procedure, in the
event of an unsuccessful resolution

STEPS IN EMPLOYEES GRIEVANCE REDRESAI PROCEDURE

Step 1: Timely Accomplishment

The primary and foremost requirement in grievance handling is to resolve employee’s

grievances immediately as and when they arise or grievances need to be compressed in
the bud. Later the grievance should be settled. It requires the first line supervisors be
trained in knowing and handling a grievance properly and quickly.

Step 2: Employee Grievance Acceptance

The managerial personnel's or immediate supervisors should try to identify and accept the
employee's grievances as and when it is stated. It should be noted that acceptance does
not necessarily mean approving with the grievance, it only expresses the willingness of
the immediate supervisor to see into the complaint accurately and evenly to deal with the
grievance.

Step: 3. Problem identification

19
 Sometime, some employees may raise unclear, over-toned, imaginary and emotional
grievances. Therefore, the supervisor needs to identify or analyze the problem stated by
the employee.

Step: 4. Collecting Facts and Evidences

If the given complaint or grievances by an employee identified as a real problem, then the
supervisor should collect all the relevant facts and evidences relating to the grievance an
affected employee. The facts and evidences that have already collected need to be
separated from the opinions and feelings to avoid misrepresentations of the facts. It is
useful to maintain the facts for future uses as and when these are required.

Step :5. Analysis towards Cause of Grievance

After the collection of facts and evidences relating to the griever the next step involved in
the grievance procedure is to establish and analyze the cause of the grievances of an
employee. The concerned cause analysis should involve studying various aspects of the
grievance such as the employees past records, history, frequency of grievance given by
him, management practices, union practices, etc. Identification of the cause of the
employee grievances helps the management to take corrective action to resolve the
grievance and also to prevent its recurrence.

Step :6. Taking Corrective Decision

In take appropriate decision to resolve grievance of an employee, the alternative courses

of actions should also be worked out. These should be evaluated in view of future
consequences on the point of view of upset employee, trade union and the management.
Finally, a decision is taken which is exactly suited to the given situation in the
organization. Such decision should serve as a pattern to both within the department and
the organization.

Step: 7. Execution of Grievance Redressal Decision

Whatever the decision taken, should be conveyed to the employee and the same should be
implemented by the competent authority.

20
 Therefore, the decision implemented by authorities should also be reviewed to know
whether the grievance has been satisfactorily resolved or not. In case, the employee
grievance is not resolved, then the authorities should also need to go back once again to
the entire procedures step by step to find out an appropriate decision or solution to
resolve the grievances.

Causes of Employee Grievances

 Poor or Delayed Pay

Normally employees demand for individual wage adjustments. They feel that they are
paid less when compared with other employees or workers who are working in other
institution in the same business line. Say for example, delay in paying bonus treatment,
cis, ns uses pay, and they may appall against performance related pay awards.

 Poor physical conditions

Sometime the working environment which is already exists in work spot may not be up to
the required standards. It may be adverse or unsatisfactory conditions of work. For
example, light, space, heat, or poor physical conditions of workplace, defective tools and
equipment, inadequate or poor quality of material, too many rules or unfair rules, and
lack of recognition.

 Supervision

It is related to the attitudes of the supervisor towards the employee such as observed ideas
of bias, favoritism, nepotism, caste affiliations and regional feelings.

 Change in Organizational Policy

Any change in the organizational policies can result in grievances.

For example, the implementation of revised company policies or new working practices.

 Lack of Employee Relations

21
 Employees are unable to adjust with their colleagues, suffer from feelings of neglect and
harassment and become an object of ridicule and dishonor, or other inter- employee
disputes.

 Miscellaneous

These may be issues relating to certain violations in respect of promotions, safety

methods, transfer, disciplinary rules, fines, granting leaves, medical facilities, etc.

Effects of employment grievances

Grievances, if not identified and redressed, may adversely affect workers, managers, and the
organization. The effects of grievance of an employee given as follows

I. On the production

 Production with Inferior quality

 Low productivity
 Increase in the abnormal wastage of material, spoilage/leakage of machinery
 Increase in the cost of production per unit

II. On the employees

 Increase in absenteeism and employee turnover

 Minimum Level of commitment, sincerity and punctuality among employees
 More possibility of Industrial accidents
 Change / Reduction in the level of employee morale and discipline

III. On the managers

 Lack of employer employee relationship

 Increase in the degree of supervision and control.
 Increase in in disciplinary activity
 Increase in disturbance and hard to maintain industrial harmony / peace

Benefits of Grievance Handling Procedures

22
  It encourages employees to raise concerns without fear of punishment.
 It provides a fair and speedy means of dealing with complaints.
 It prevents minor disagreements developing into more serious disputes.
 It serves as an outlet for employee frustrations and discontents.
 It saves employer's time and money as solutions are found for workplace problems. It
helps to build an organizational climate based on openness and trust.
 Details of a grievance procedure/machinery may vary from organization to organization.

CONCLUSION

Human resource management creates a blend of management science and arts in providing an
unparalleled success for organization through a disciplined culture where employers find their
own way to resolve issues created by demotivated employees and employees find proper way to
protect, protest and promote their rights. Formation of a labor union to collecting bargaining
agent, HR knowledge encompasses the procedures to take proper initiative to mitigate
disciplinary problems and seek legal solutions for unsettled disputes. Disputes should be solved
immediately that looms large instead of waiting for time. Through dispute settlement and ductile
employee-employer relationship, organization will reach the utmost level of productivity, and
economy will be benefitted, employees will find a second home in their workplace.

23
REFERENCE

 [Link]
 [Link]
 [Link]
 [Link]
&&p=29062d33ae503317JmltdHM9MTcxODQ5NjAwMCZpZ3VpZD0xODRmY2ZiOS03YjBlLTZkMjMtMj
k0Yy1kZTU0N2ExNDZjNzUmaW5zaWQ9NTE4OQ&ptn=3&ver=2&hsh=3&fclid=184fcfb9-7b0e-6d23-
294c-
de547a146c75&psq=hrm+labor+relation+ppt&u=a1aHR0cHM6Ly93d3cuc2xpZGVzaGFyZS5uZXQvc2xpZG
VzaG93L2xhYm9yLXJlbGF0aW9ucy8yNzEwNzI5MA&ntb=1
 [Link]
&&p=c043cb57b619b5eeJmltdHM9MTcxODQ5NjAwMCZpZ3VpZD0xODRmY2ZiOS03YjBlLTZkMjMtMj
k0Yy1kZTU0N2ExNDZjNzUmaW5zaWQ9NTIxMA&ptn=3&ver=2&hsh=3&fclid=184fcfb9-7b0e-6d23-
294c-de547a146c75&psq=i.
+Meaning+And+Definition+Of+Integration+And+Maintenance+IN+HRM&u=a1aHR0cHM6Ly93d3cuc2xpZ
GVzaGFyZS5uZXQvc2xpZGVzaG93L2ludGVncmF0aW9uLWFuZC1tYWludGVuYW5jZS1jaGFwdGVyOX
BwdC8yNTI5MDAyNDM&ntb=1
 [Link]
%2C+collavorative+grievance.+of+HRM++&qs=n&form=QBRE&sp=-
1&lq=1&pq=summery+about+discipline%2C+labor+relation%2C+collavorative+grievance.+of+hrm++&sc=2-
75&sk=&cvid=DF526FC0CAA94308BD38B002D6937FAD&ghsh=0&ghacc=0&ghpl=#

24
25