C H APTE R

16
Grievance Handling
and Redressal

Chapter Coverage
h6.1 Concept and Nature of Employee Grievances 16.4 Model Grievance Procedure in Indian Industry
6.2 Grievance Handling Procedure 16.5 Essentials of an Effective Grievance
h6.3 Open Door and Step-Ladder Procedures Procedure

There are many factors in industry which make a worker unhappy and dejected. May be his
fellow workers are non-c0-operative or his foreman's sarcastic or harsh remarks or his own
personal problems outside the factory or domestic matters. For instance, financial problems,
undernourishment, unemployed dependants, etc. may be working adversely in his mind. He
looks around and finds everybody being unkind to him. He is aggrieved and wants to ventilate
his feelings and reactions.
A well defined grievance procedure is an important element of a sound industrial relations
machinery. Prompt and effective disposal of workers' grievance is a key to industrial
peace. The grievance procedure set up by agreement with the trade union provides a medium
for the worhers to transmit their grievances to the management in an orderly manner and get
he response in writing.

16.1 CONCEPT AND NATURE OF EMPLOYEE GRIEVANCES

Meaning of Employee Grievance
According to Michael J. Jucius, "The term 'grievance' means any discontent or
ssatisfaction, whether expressed or not and whether valid or not, arising out of anything
connected with the company that an employee thinks, believes or even feels, is unfair, unjust,
Mequitable." This definition is very broad and covers all kinds of dissatisfaction which an
employee has while doing his job. Agrievance means any discontentment or dissatisfaction
arising out of anything related to the enterprise where he is working. It may not be expressed
and
even may not be valid. It arises when an employee feels that something has happened
going to happen which is unfair, unjust or inequitable.
c HA P T E R

16
Grievance Handling
and Redressal
 H6.1 Concept and Nature e
of Employee
h6.2 Grievance Handling Procedure Grievances 16.4 Model Grievance
h6.3 Open Door and 16.5 Essentials of Procedure in Indian Industry
Step-Ladder an Effective
Grievance
ProceduresProcedure
There are many factors in
fellow workers are industry which make a worker
non-co-operative
personal problems outside the factory or his foreman's unhappy and dejected. May be his
sarcastic or
or domestic matters. For harsh remarks or his own
undernourishment, unemployed instance, financial
mind. He
looks around and finds everybodydependants, etc. may be working adversely in his problems,
being unkind to him. He isaggrieved
his feelings and reactions. and wants to ventilate
A well defined grievance procedure
is an element of a sound industrial relations
machinery. Prompt and effective disposal important
of workers' grievance is a key to
peace. The grievance procedure set up by
agreement with the
industrial
for the workers to transmit their trade union provides a
grievances to the management in an orderly manner medium and get
he response in writing.

16.1 CONCEPT AND NATURE OF EMPLOYEE

GRIEVANCES
Meaning of Employee Grievance
According to Michael J. Jucius, "The term grievance' means any discontent or
dissatisfaction,
,connected
whether expressed or not and whether valid or not, arising out of anything
with the company that an employee thinks, believes or even feels, is unfair, unjust,
nequitable," This definition is very broad and covers all kinds of dissatisfaction which an
employee has while doing his job. Agrievance means any discontentment or dissatisfaction
arisinggout of anything related to the enterprise where he is working. It may not be expressed
and even
or is going may not be valid. It arises when an employee feels that something has happened
happen which is unfair, unjust or inequitable.
 16.2 GRIEVANCE HANDLING AND REDRESSAL

Keith Davis has defined grievance as "any real or imagined feeling

of
which an employee has concerning his employment relationship." Agrievance personal
situation in which an emplovee feels that something unfavourable to
is going to happen. In an industrial enterprise, grievance
him has
may arise epreisentnnjusstea
rhappened
factors such as: because of or
(a) violation of management's responsibility such as poor working several
(6) violation of company's rules and practices. conditions,
(c) violation of collective bargaining agreement,
(d) violation of labour laws,
(e) violation of natural rules of justice such as unfair treatment
in promotion, ete.
Nature of Employee Grievance
The essentials of a grievance in an organisation are as under:
(i) The discontentment arises out of something connected
with the
The sources of grievances lie within the company such as unfair
treatment organisation,
violation of company rules, etc. Personal reasons such as illness in the by the supervisor,
a neighbour, etc. do not constitute a grievance. Such outside family, conflict
sources are beyond the with
of the employer.
(ü)The discontent may be rational or irrational. Rational
one which must be removed by the management. On the other hand,
grievance is a genui
which are emotional in nature and are based on sentiments,
there are grievaneos
distorted perception, lack of
proper thinking, etc. These are totally irrational or psychological. It is difficult to handle
such grievances.
(93s4
(üi) A grievance may be expressed or implied. It is comparatively easier to identity
expressed grievances. They are manifested in several ways, e.g., gossiping, active criticism,
argumentation, increased labour turnover, carelessness in the use of tools, materials, por
workmanship, etc. Grievances are also implied by indifference to work, day dreaming,
absenteeism, tardiness, etc. It is not wise to recognise only expressed grievances and overlok
the unexpressed ones. In fact, unexpressed or implied grievances are more dangerous than
the grievances which are stated because it is not known when the implied grievance may
explode. It requires a high order of skill for an executive to identify such grievances.
Sources of Grievances
The causes of grievances may be grouped under three heads, viz., (i) management
policies; (ii) working conditions; (ii) personal factors. These are discussed as follows:
()Grievances resulting from Management Policies and Practices
(a) Wage rates or pay grades
(6) Overtime.
(c) Leave.
(d) Transfer-improper matching of the worker with the job.
(e) Seniority, promotion, and discharges.
() Lack of career planning and employee development plan.
 GAIEVANCE HANDUNG AND PEDAESSAL 16.3

Lack
of role clarity.
e)
Lack of regard collective agreement.
for
(h)
Hostility
towards a labour union.
) A u t o c r a t i leadership style of superiors.
c

() resulting from Working Conditions

Grievances

i) (a) Unrealistic.

Non-availability of proper tools, machines and equipment for doing the job.
(b) N standards.
production
(c) Tight
physical conditions of workplace.
) Bad relationship with the supervisor.
(d).
(e) Poor
to discipline.
() Negative approach
resulting from Personal Factors
Grievances
(i)
(a) Narrow attitude.,

(6) Wrong perception

(c) Over-ambition.

(d) Egoistic personality.

Box 1: CONSIDERATIONS IN DESIGNING A GRIEVANCE PROCEDURE
The procedure
tis advisable to set up an effective grievance procedure in the organisation.
should be flexible enough to meet the requirements of the organisation. It should
be simple so
will vary in different
that an average employee is able to understand it. Though such a procedure
procedure,
organisations, yet the following principles shouid be observed while laying down a
level; that is to say.
1. Agrievance should be dealt with in the first instance at the lowest
may be simple to
an employee should raise his grievance with his immediate superior. It
be settiled at that
settle it on the spot and that might be the end of it. Even if it cannot
level, the man's superior will know what is happening. This is necessary
not only to
certainly
maintain his authority, but also to prevent him from being aggrieved, as he will
supenior.
be, if he is by-passed and later hears of the complaint from his own
available. he cannot get
2. It must be made clear to the employee what line of appeal is
satisfaction from his immediate superior, he should know the next
higher authonty to
whom he can go.
and rumours spread around the
J. Since delay causes frustration and tempers may rise
work, it is essential that grievances should be dealt with speedily.
grievance procedure that it the gnevance
*. must be clearly understood in establishing a
interest of discipline that instruction
against an instruction given by a superior, it is in the
register his protest and set in motion
must be carried out. Only then can the employee
the procedure.
with the participation of the employees and
ne grievance procedure should be set up
Snould be applicable to all in the organisation.
It should be agreed that there will be no
unless the procedure has been carried
Tecourse to the official machinery of conciliation
moreover, there must be no direct action on
Our and there is still dissatisfaction, and
tempers while the grievance is being
elther side which might preiudice the case or raise
investigated.
 16.4 GRIEVANCE HANDLING AND REDRESSAL

16.2 GRIEVANCE HANDLING PROCEDURE

Need and Rationale of Grievance HandlingProcedure
Dynamic organisations maintain grievance handling
advantages: procedures to
attain the
() The management can know the employees'
policies and practices. It can feel the 'pulse'feelings and opinions about the
fol owing
of the employees.
(u) With the existence of a
grievance handling procedure, the employee company s
ventilate his feelings. He can blow off his 'steam'
(iu) A grievance procedure keeps a through an officialgets a chance to
check on the supervisors in
subordinates. They are compelled to listen channel.
dealing with the
to their subordinates
sympathetically. patiently and
(iv) The morale of the employees
will be high with the existence of
handling procedure. They can get their proper grievance
within the stipulated time period. grievances redressed in a just
manner and
(w)Certain problems of the
lack of necessary experticeemployees can't be solved by their supervisors
and authority. Under the because >f
employees can approach the higher authorities for the grievance procedure. the
removal of their
Handling of Grievances grievances.
Grievances are symptoms of conflicts in the
promptly and efficiently. Coping with enterprise. So they should be handled very
The manner in which he deals with grievances forms an important part of manager's job.
grievances determines his efficiency in dealing with the
subordinates. A manager is successful if he is able to
removing their grievances. While dealing with build a team of satisfied workers by
keep in mind the following points: grievances of subordinates, it is necessary to
()A grievance may or may not
be real.
(iü) Grievances may arise out of not
one cause, but multifarious causes.
(iiü)Every individual does not give
expression to his grievances.
For the purpose of handling grievances
the grievances of the subordinates. If a efficiently, it is necessary to find and analyse
action should be taken immediately. Butgrievance is found to be genuine or real, the
if the grievance arises due to corrective
frame of mind of the worker, then it is imagination or disturbed
necessary
dealing with the grievances, their causes must to explain and clear up the matter. Betore
be diagnosed. But when the
not given expression by the subordinates,it is grievances are
manager's job to detect the possible
and their causes. He may realise the
existence of grievances because of high labourgrievances
turnover
high rate of absenteeism and poor quality of
the causes of
work. These problems will go on multiply1ng
grievances are not cured.
While dealing with grievances, a manager cannot
Every case has to be dealt with on its merits. The depend upon any readymade sofuto
deal effectively with the grievances: following guidelines may be followed to
(i) The complainant should be given a patient hearing. He should be
himself completely. allowed to expresS
(ii) Attempts should be made to get at the root of the problem.
 GAIEVANCE HANDUING AND
PEDPESSAL 16.5
management must show its anxiety to remove the
rievances of made to
fthe grievances are real and their causes are known, attempts shouldthebeworkers
u i )T h e

remove the causes.

(w)Ifthe grievances are imaginary or unfounded, attempts should be made to counsel

the workers.

facts about
(v)Relevant fa the grievance must be gathered to arrive at
any decision
(wi) Decision taken to redress the grievance of the worker must be communicated to him.
(ni). Follow up action should be taken to know the response of the concerned employee

63
OPEN DOOR AND STEP-LADDER PROCEDURES
grievance is the embryo of more serious trouble to come because accumulation of minor
rievances may lead to major explosions. Therefore, prompt and effective handling of grierances
sthe key to industrial peace. This calls for a systematic procedure of harndling grnevances
the just and speedy disposal of grievances. There are two types of grievance procedures
r redressing the grievances of the employees. These incude: (i) open door procedure.
step-ladder procedure.
(pen Door Policy
Under this procedure, the employees are free to meet the chief executive of the
rganisation and get their grievances redressed. It is said that this policy can remove the
causes of grievance quickly. Though this policy appears to be attractive, it has the following
inplications:
ÖThe open door policy is workable only in small organisations. In big organisations,
the top management does not have the time to attend to innumerabie routine
grievances daily which is the work of lower-level managers.
(W) The lower level executives feel bypassed. This m¡y complicate the human relations
problems. Moreover, top management is not too familiar with the working conditions
of the operative employees. It may be difficult for it to attend to employee grievances
because of lack of sufficient information.
) "The open door policy is suitable for executives to walk through and not the operative
employees. The operative employees may even hesitate to go to higher level executives
with their grievances.
[Link] of the above difficulties, step ladder procedure may be adopted as discussed
Slep-ladder Procedure
onder this procedure, the aggrieved employee has to proceed step by step in getting his
grievance heard and redressed as shown in Fig. 16.1. Firstly, he has to present his grievance
"in writing to his
to the supervisor or foreman. If he is not satisfied with his decision, he may go
of the
head of the department. There may be ajoint grievance committee after the decision
lo
head of the department is not acceptable to the employee. If the committee also fails
redress his grievance, be referred to the chief executive. The grievance
procedure will be said to the matter may
be exhausted if the top management is also not able to redresthe
 GRIEVANCE HANDLING
AND REDRESSAL
16.6
take any action against the
grievance. The worker should not
until the whole
tothe labour union or labour court) arbitration forgrievance procedure has (such
management
The worker should ask for voluntary
the redressal of been exhaue
his
The grievance may assume the form
ofa conflict after the
worker is not grievance.
the decision of the chief executive. For maintaining industrial peace in thesatisfied
advisable to refer such grievance to the voluntary arbitration The award of plant, i
should be binding on both the parties. the arbitra
Agood grievance procedure should be simple so that an average
understand it. It should be developed with the participation of the leadersemployee is
of the able
and must be applicable to all. Further, the grievance procedure should employe
redressal of the grievances and must be capable of ensuring a sense of ensure the Speer
satisfaction
individuals concerned. As far as possible, the procedure should have alimited to th
steps with the provision for at least one appeal. number

Filling of VWriten
Grievance

Step No. 1

Supervisor or
Foreman

Step No. 2
Head of
Department

Step No. 3
Joint Grievance
Committee

Step No. 4

Top
Management
Step No. 5

Voluntary
Arbitration

SETTLEMENT

Fig. 16.1. Step-ladder Grievance Procedure.

 GAIEVANCE HANDLING AND PEDRESSAL 16.7
MODEL GRIEVANCE PROCEDURE ININDIANINDUSTRY
16.4
settlement
grievances did not receive adequate attention in the legislative
of
framework
In
India,
till the enactment of Industrial Employment (Standing Orders) Act. 1946, and
Factories
Act, 1948. The Industrial Employment Act provides that every establishment
employing 100 or more workers should frame Standing Orders which should contain, among
the.

provision for means of redressal for workmen against unfair treatment or

matters,
other
actions by theemployer or his agents or servants. Similarty. section 49 of the
wrongful
Act provides for the appointment
of Welfare Officer in every factory wherein 500
Factories

more
workers are ordinarily employed. These Officers are generally entrusted with the
or
task of dealing with complaints and grievances of the workers or employees.
The 15th session of the Indian Labour Conference (July 1957) took up the matter of
tablishing a grievance procedure acceptable to both the management and workers union
f
on industrial unit and a sub-committee was formed for the purpose. The 16th session of
he Indian Labour Conference (1958) approved the principles of industrial discipline evolved
bu the committee. A Model Grievance Procedure which is a part of Code of Diseipline was
drawn up.
The Model Grievance Procedure envisages the creation of a grievance machinery to
administer the procedure. According to it workers' representatives are to be elected for a
department or their union is to nominate them. Otherwise workers representatives on
the
works committee are to be taken as their representatives. The management has to specify
the persons in each department who are to be approached at the first step and the heads of
representatives
the department who are to process the grievance at the second step. These Committe. It
of workers and management are to constitute the joint, bipartite Grievance
should be noted that the whole procedure is time bound.
The Model Grievance Procedure lays down the steps through which a grievance is to be
processed. These may be summarised as under:
Step 1. The grievance is to be submitted to the departmental representative
of the
uanagement, i.e., supervisor or foreman. He has to give his answer
within 48 hours.
worker can take his
Step 2. If no solution is found at the first step, the aggrieved
days.
8rievance to the head of the department who has to give his decision within three
departmental
Step 3. If the worker concerned is not satisied with the decision of the Committee
Grievance
eaa, he can take the grievance to the Grievance Committee. The
The final decision of the
ust make its recommendations to the manager within seven days.
uanagement on the report of the Grievance Committee must be communicated to
the concerned
Worker within three days of the receipt of the report.
can fle appeal
Step 4. If the worker is not satisfied with the grievance committed, hecommunicate its
revision of decision with the top management. The management must
decision to the appellant worker within seven days.
voluntary
Step 5. If the grievance still remains unsettled, the case may be referred to
arbitration.
Two points should be noted. Firstly, a time limit has been put at every stage of the
Procedure. This is in recognition of the fact that justice delayed is justice denied. Secondly,
throughout the grievance procedure, the aggrieved worker is expected not to take resort to
 16.6 GRIEVANCE HANDLING AND REDRESSAL

grievance. The worker should not take any action against the management.
(such as going
to the labour union or labour court) until the whole grievance procedure has been
The worker should ask for voluntary arbitration for the redressal of his [Link].
The grievance may assume the form of a conflict after the worker is not satisfied
the decision of the chief executive. For maintaining industrial peace in the with
advisable to refer such grievance to the voluntary arbitration. The award of the plant, it is
should be binding on both the parties. arbitrator
A good grievance procedure should be simple so that an average employee is ah,.
understand it. It should be developed with the participation of the leaders of the employees
and must be applicable to all. Further, the grievance procedure should ensure the speedy
redressal of the grievances and must be capable of ensuring a sense of satisfaction to tha
individuals concerned. As far as possible, the procedure should have a limited number of
steps with the provision for at least one appeal.

Filling of Written
Grievance

Step No. 1

Supervisor or
Foreman

Step No. 2

Head of
Department

Step No. 3
Joint Grievance
Committee

Step No. 4

Top
Management
Step No. 5

Voluntary
Arbitration

SETTLEMENT

Grievance Procedure.
Fig. 16.1. Step-ladder
 GAIEVANCE HANDLING AND PEDPESSAL
16.7

MODEL
GRIEVANCE PROCEDURE IN INDIAN INDUSTRY
164
settlement ofgrievances did not receive adequate attention in the legislative
framework till the enactment of Industrial Employment (Standing Orders) Act, 1946. and
India,

ln
Factories
Act, 1948. The Industrial Employment Act provides that every establishment
the or more workers should frame Standing
employingl00 Orders which should contain, among
for means of redressal for workmen against unfair treatment or
provision
other
matters,
WrOngful actions by the employer or his agents or servants. Similarly, section 49 of the
Pactories Act provides for the appointment of Welfare Oficer in every factory wherein 500
more workers are ordinarily employed. These Officers are generally entrusted with the
kask of dealing with complaints and grievances of the workers or employees.
Mhe 15th session of the Indian Labour Conference (July 1957) took up the matter of
aiishing a grievance procedure acceptable to both the management and workers union
an industrial unit and a sub-committee was formed for the purpose. The 16th session of
e ndian Labour Conference (1958) approved the principles of industrial discipline evoived
hy the committee. A Model Grievance Procedure which is a part of Code of Diseipline was
drawn up.
The Model Grievance Procedure envisages the creation of a grievance machinery to
administer the procedure. According to it workers' representatives are to be elected for a
department or their union is to nominate them. Otherwise workers representatives on the
works committee are to be taken as their representatives. The management has to specify
the persons in each department who are to be approached at the first step and the heads of
the department who are to process the grievance at the second step. These representatives
It
of workers and management are to constitute the joint, bipartite Grievance Committee.
should be noted that the whole procedure is time bound.
The Model Grievance Procedure lays down the steps through which a grievance is to be
processed. These may be summarised as under:
representative of the
Step 1. The grievance is to be submitted to the departmental
within 48 hours.
uanagement, i.e., supervisor or foreman. He has to give his answer
worker can take his
Step 2. If no solution is found at the first step, the aggrieved within three days.
his decision
5evance to the head of the department who has to give
of the departmental
Step 3. If the worker concerned is not satisied with the decisionGrievance Committee
Committee. The
tad, he can take the grievance to the Grievance
within seven days. The final decision of the
ust make its recommendations to the manager
anagement on the report of the Grievance Committee
must be communicated to the concerned
worker within three days of the receipt of the report.
grievance committed, he can file appeal
Step 4, If the worker is pot satisfied with the
evis1on of decision with the top management.
The management must communicate its
decision to the apppellant worker within seven days.
voluntary
unsettled, the case may be referred to
Sep 5. If the grievance still remains
arbitration.
limit has been put at every stage of the
Two points should be noted. Firstly, a time
delayed is justice denied. Secondly,
Rocedure. This is in recognition of the fact that justice not to take resort to
roughout the grievance procedure. the aggrieved worker is expected
 16.8

any diret ation he emwiliation mahinery will be resorted to only

d the marnagement taile to satinfy the aggrieved worker. after the final
16.6 ESSENTIALS OF AN EFFECTIVE GRIEVANCE
Agnevance procedure should incorporate the following features:
Conformity with the existing leginlation. The
PROCEDURE
should be designed in conformity with the existing grievance
the procedure can make use of such machinery as the statutory provisions. handl
Where
ingpractprioccedur
able,e
law might have
(21 Acceptability. The grievance already
order to be generally acceptable, it mustprocedure must be acceptable to the provided for
worker, (b) reasonable exercise of authorityensure and empl
[Link] theIn
(a) a sense of
of the union to the manager, andfair-play
(c)
adequate participation
(3) Simplicity. The grievance procedure should be
every employee. The steps should be as few as simple enough to be
should be carefully developed. Employees must possible. Channels for handlingunderstood by
various levels. Information about the know the authorities to be grievances
procedure can be thoroughly disseminatedcontacted
employees through pictures, charts, diagrams, among
at
etc. a
(4) Promptness. Speedy settlement of a
policy. Justice delayed is justice denied. The grievance is the cornerstone of a sound
grievance. This can be achieved by procedure should aim at a rapid disposalpersonnel
of the
incorporating
(a)As far as possible, grievances should be
the following features in the procedure:
(b) No matter should ordinarily be
settled at the lowest level.
there should be only one [Link] up at more than two levels, i.e., normally
(c) Different types of grievances may be
(d) Time limit should be placed at
referred to appropriate authorities.
each step and it should be rigidly followed by
concerned executives. the
(5) Training. In order to ensure effective
necessary that supervisors, managers and the unionworking of the grievance procedure, it is
to handle employees' grievances. representatives are given proper training
(6) Follow-up. The working of the grievance
by the human resource department and necessary procedure should be reviewed periodically
more effective. changes should be introduced to make it

SUMMARY
Employee Grievance
A grievance means any discontentment or
dissatistaction arising out of anything related to e
enterprise where he is working. It anses when an employee feels that something has happened
or is going to happen which is unfair, unjust
or inequitable.
Types of Grievance Procedure
There are two types of grievance procedures for redressing the
These include: grievances ot employees.
() open door procedure, (i) step-ladder procedure.
 PEVANCE NOUNG ANO EDPESSA 16.9

door
procedurethe employoes are frae tomeet the tg ve dhe argaisation
cpen
nredressed Such apolicy may work lin he snmal organisations
Under
their
grievances
but
nd
geti
organisations this may not be practlicable because the top erecuhe l be oo busy in
n big matters.
Another disaóvantage df open-door policy is ta oner level eeoes feel
oher

the aggrieved employee has to grocaed steg by stepin gerting his

bypassed

prOcedure,
stepladder
grlevance heard and redressed. The sucoessive authories indude sugervisoor foreman, head
Under

department, joint
aDevance committee, and chief ectve Agevance l go to the
of the
only ittis not
resolved. at the lower level.
level
higher

QUESTIONS
State the concept andI nature of grievance. What arethe sources of grevances in indstry?
1.
What are the essentials ot a good grievance procedure? Discuss n bnet.
When does a grievance anise in an industrial establishment? Suggest suitable steps to handle
3.
grievances successtully.
A Desian asuitable grievance procedure which could be set up in an industry tor the earty
settlement of the grievances of the employees.
5. Why do employee grievances arise? How can employee counselling help in this regard?
6. Explain the tern 'employee grievance'. Explain the model gnevance procedure laid down by
the tripartite machinery.
XWrite an explanatory note on Grievance Handing Procedure. (Delhi, 2016)
8. Briefly explain the following:
(a) Nature of employee grievance.
(b) Step ladder grievance procedure.
(c) Open door policy.
CASE INCIDENT 1

Twenty female employees of alarge company were grouped together daily in an area measuring torty
leet by torty feet to perform semi-skilled assembly work. Though the layout was far from ideal, it
was accepted as "livable" at least as temporary quarters until construction of the new manutactur1ng
ty was completed, and these women enjoyed their work. Their pleasure came mostly from the
fact that they could talk freely about any subject that came to mind and still be able to do their
vos. I hey worked elbow to elbow and rarely tuled to assemble their daily quota. When the new
manufacruring
their former
facility finally opened, the women were assigned to an area several times as large as
quarters. The new plant was equipped with superior lighting, water fountains, windows
and piped-in music. On the surtuce, these work conditions appeared ideal, no employee sat less than
six feet away from any other. Management, however, became perplexed over the performance of this
Por Women after a few weeks in the new facility. Absenteeism increased, production lagged,
complaints and grievances were numerous, and two of the women quit their jobs.