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GRIEVIEANCE HANDLING



GRIEVANCE HANDLING� According to International Labor Organization, Grievance is a complaint of

one or more workers in respect of wages, allowances, conditions of work &interpretations of service stipulations covering such areas as overtime, leave,transfer, promotion, seniority, job assignment & termination of service.

�

According to Michael Jucius, A grievance can be any discontent ordissatisfaction, whether expressed or not, whether valid or not, and arising outof anything connected with the company that an employee thinks, believes, oreven feels as unfair, unjust or inequitable.

�� A grievance meansA grievance means any discontentment or dissatisfaction in anany discontentment or dissatisfaction in an

employee arising out of anything related to the enterprise whereemployee arising out of anything related to the enterprise wherehe is working.he is working. It may not be expressed and even may not be valid.It may not be expressed and even may not be valid.



NATURE OF GRIEVANCE�� It arises when an employee feels that something has happened or is goingIt arises when an employee feels that something has happened or is going

to happen which isto happen which is unfair, unjust or inequitableunfair, unjust or inequitable. Thus, a grievance. Thus, a grievance

represents a situation in which an employee feels that somethingrepresents a situation in which an employee feels that something

unfavorable to him has happened or is going to happen. In an industrialunfavorable to him has happened or is going to happen. In an industrial

enterprise, an employee may have grievance because of long hours of enterprise, an employee may have grievance because of long hours of

work, nonwork, non--fulfillment of terms of service by the management, unfairfulfillment of terms of service by the management, unfairtreatment in promotion, poor working facilities, etc.treatment in promotion, poor working facilities, etc.

� Grievances are symptoms of conflicts in the enterprise so they should behandled very promptly and efficiently.

� While dealing with grievances of sub-ordinates, it is necessary to keep inmind the following points:

� A grievance may or may not be real.

� Grievance may arise out of not one cause but out of multifariouscauses.

� Every individual does not give expression to his grievance.



FORMS OF GRIEVANCES

� Factual: When an employee is dissatisfied with his job, for genuine or

factual reasons like a breach of terms of employment or any other reasons

that are attributable to the man arrangement.

� Imaginary: When an employees grievance or dissatisfaction is not

because of any factual or valid reason but because of wrong perception,

wrong attitude or wrong information he has.

�

Disguised: An employee may have dissatisfaction for that are unknownto himself. This may be because of pressures or frustrations that an

employee is feeling from other sources like his personal behavior.



IDENTIFYING GRIEVANCES

� EXIT INTERVIEW: Employees usually quit organizations due todissatisfaction or better prospective. Exit interviews, if conductedcarefully, can provide important information about employee grievances.This can help the management to gather feedback and to genuinelyincorporate feedback.

� GRIPE BOXES: These are the boxes in which the employees can drop theiranonymous complaints.

� OPINION SURVEY: The management can be proactive by conducting groupmeetings, periodical interviews with employees, collective bargainingsessions etc through which one can get information about employeesdissatisfaction.

� OPEN DOOR POLICY: Some organizations extend a general invitation totheir employees to informally drop in the managers room any time andtalk over their grievances. The management should hold formal & informalmeetings with the employees.



Causes of grievance

� ECONOMIC CAUSES: Wage fixation, overtime, incentive, allowances,

increments etc are some of the causes responsible for grievance.

� WORK ENVIRONMENT: Poor physical condition of workplace, stringent

production norms, defective tools & equipment, unfair practices etc lead

to grievances.� SUPERVISION: Relates to the attitude of the supervisor towards the

employee such as perceived nation of bias, favoritism, regional feelings

etc.

� WORK GROUP: Employee is unable to adjust with his colleagues, suffers

from feelings of neglect etc.� MISCELLANEOUS: issues relating to certain violations in respect of

promotions, continuity of service, transfer, disciplinary actions, medical

facilities etc.



Effects of Grievances:Effects of Grievances:

�� AlienationAlienation

�� DeDe--motivationmotivation

�� SlacknessSlackness

��Low ProductivityLow Productivity

�� Increase in Wastage & CostsIncrease in Wastage & Costs

�� AbsenteeismAbsenteeism

�� In disciplineIn discipline

�� LabourLabour unrestunrest



OBJECTIVES OF GRIEVANCE HANDLING

� To enable the employees to air his/her grievance.

� To clarify the nature of the grievance.

� To investigate the reasons for dissatisfaction.

�To obtain, where possible, a speedy resolution to theproblem.

� To take appropriate actions and ensure that promises are

kept.

�

To inform the employees of his/her right to take the grievanceto next stage of the procedure, in the event of an unsuccessful

resolution.



Grievances ClassificationGrievances Classification

�� Grievances resulting from working conditionsGrievances resulting from working conditions

�� Improper matching of the worker with the job.Improper matching of the worker with the job.

�� Changes in schedules or procedures.Changes in schedules or procedures.

�� NonNon--availability of proper tools, machines and equipment for doing the job.availability of proper tools, machines and equipment for doing the job.

�� Unreasonably high production standards.Unreasonably high production standards.

�� Poor working conditions.Poor working conditions.

�� Bad employerBad employer employee relationship, etc.employee relationship, etc.

�� Grievances resulting from management policyGrievances resulting from management policy

�� Wage payment and job rates.Wage payment and job rates.

�� Leave.Leave.

�� Overtime.Overtime.

��Seniority and Promotional.Seniority and Promotional.

�� Transfer.Transfer.

�� Disciplinary action.Disciplinary action.

�� Lack of employee development plan.Lack of employee development plan.

�� Lack of role clarity.Lack of role clarity.



�� Grievances resulting from personal maladjustmentGrievances resulting from personal maladjustment

�� ((ii) Over) Over ambition.ambition.

�� (ii) Excessive self (ii) Excessive self--esteem or what we better know as ego.esteem or what we better know as ego.

�� (iii) Impractical attitude to life etc.(iii) Impractical attitude to life etc.



GRIEVANCE HANDLING

PROCEDURE



Guidelines for Effective GrievanceGuidelines for Effective Grievance

HandlingHandling�� A grievance should be dealt with in the first instance at theA grievance should be dealt with in the first instance at the lowest levellowest level: :

that is, an employee should raise his grievance with histhat is, an employee should raise his grievance with his immediateimmediatesuperiorsuperior. It may be simple to settle it on the spot and that will be the end. It may be simple to settle it on the spot and that will be the endof it. Even if it cannot be settled at that level, the mans superior will knowof it. Even if it cannot be settled at that level, the mans superior will knowwhat is happening. This is necessary not only to maintain his authority, butwhat is happening. This is necessary not only to maintain his authority, but

also to prevent him from being aggrieved, as he will certainly be, if he isalso to prevent him from being aggrieved, as he will certainly be, if he isbyby--passed and hears of the complaint from his own superior.passed and hears of the complaint from his own superior.

�� It must be made clear to the employee what line of appeal is available. If It must be made clear to the employee what line of appeal is available. If he cannot get satisfaction from his immediate superior, he should knowhe cannot get satisfaction from his immediate superior, he should knowthethe next higher authoritynext higher authority to which he can go.to which he can go.

�� Since delay causes frustration and tempers may rise and rumors spreadSince delay causes frustration and tempers may rise and rumors spread

around the work, it is essential that grievances should be dealt witharound the work, it is essential that grievances should be dealt withspeedily. As it is said that a stitch in time saves nine, similarly the problemsspeedily. As it is said that a stitch in time saves nine, similarly the problemsof the employees should be taken care of by the management least itof the employees should be taken care of by the management least itshould become a major for the management.should become a major for the management.



�� The grievance procedure should be set up with theThe grievance procedure should be set up with the

participation of the employees and it should be applicable toparticipation of the employees and it should be applicable to

all in the organization. The policies and rules regardingall in the organization. The policies and rules regarding

grievances should be laid down after taking inputs from thegrievances should be laid down after taking inputs from the

employees and it should be uniformly applicable to all in theemployees and it should be uniformly applicable to all in theorganization. It should be agreed that there would be noorganization. It should be agreed that there would be no

recourse to the official machinery of conciliation unless therecourse to the official machinery of conciliation unless the

procedure has been carried out and there is stillprocedure has been carried out and there is still

dissatisfaction, and moreover, there must be no direct actiondissatisfaction, and moreover, there must be no direct actionon either side, which might prejudice the case or raiseon either side, which might prejudice the case or raise

tempers while the grievance is being investigated.tempers while the grievance is being investigated.



�� The complaint should be given a patient hearing by his superior. He shouldThe complaint should be given a patient hearing by his superior. He should

be allowed to express himself completely. The management should bebe allowed to express himself completely. The management should be

empathetic.empathetic.

�� The superior should try to get at the root of the problem. It should beThe superior should try to get at the root of the problem. It should be

remembered that symptoms are not the problems. It should also be notedremembered that symptoms are not the problems. It should also be noted

that if there are symptoms, there would be a problem as well.that if there are symptoms, there would be a problem as well.

�� The management must show it anxiety to remove the grievances of theThe management must show it anxiety to remove the grievances of the

workers. The workers should feel that the management is genuinelyworkers. The workers should feel that the management is genuinely

interested in solving its problems.interested in solving its problems.

�� If the grievances are real and their causes located, attempts should beIf the grievances are real and their causes located, attempts should be

made to remove the causes.made to remove the causes.

�� If the grievances are imaginary or unfounded, attempts should be made toIf the grievances are imaginary or unfounded, attempts should be made to

convince the workers.convince the workers.

�� Every grievance must be handled within the reasonable time limit.Every grievance must be handled within the reasonable time limit.



�� All grievances should be put into writing. Some proofs required asAll grievances should be put into writing. Some proofs required aswell.well.

�� Relevant facts about the grievance must be gathered. TheRelevant facts about the grievance must be gathered. The

management should not haste!management should not haste!

�� Decision taken to redress the grievance of the worker must beDecision taken to redress the grievance of the worker must becommunicated to him.communicated to him.

�� Follow up action should be taken to know the response of theFollow up action should be taken to know the response of theforced employee. This is to make sure that he is happy or not! Atforced employee. This is to make sure that he is happy or not! Atthe end of the day the satisfaction of the aggrieved party isthe end of the day the satisfaction of the aggrieved party isnecessary.necessary.



ESSENTIAL PREREQUISITES OF A GRIEVANCE

PROCEDURE

The grievance procedure, to be sound and effective should possess certainprerequisites:

Conformity with statutory provisions: Due consideration must be given tothe prevailing legislation while designing the grievance handlingprocedure.

Un ambiguity: Every aspect of the grievance handling procedure shouldbe clear and easy to understand.

Simplicity: The procedure should be simple & short.

Promptness: The grievance of the employee should be promptly handled& necessary action must be taken immediately.

Training: The supervisors & the union representatives should be properlytrained in all aspects of grievance handling beforehand.

Follow-up: The Personnel department should keep track of theeffectiveness & functioning of grievance handling procedure.



KEY FEATURES OF A GOOD GRIEVANCE

HANDLING PROCEDURE

Three key features of handling grievance are:

FAIRNESS

PROCEDURAL STEPS

PROMPTNESS



GRIEVANCE MANAGEMENT IN INDIAN

INDUSTRY

� At present there are three legislations dealing with the grievances of

employees working in industries.

� The Industrial Employment act, 1946, requires that every establishment

employing 100 or more workers should frame standing orders.

� These should contain, among other things, a provision for redresseal of grievances of workers against unfair treatment and wrongful actions by

employers or his agents.

� The Factories Act, 1948, provides for the appointment of a welfare officer

in every factory ordinarily employing 500 or more workers.

� These welfare officers also look after complaints and grievances of workers & will also look after proper implementation of existing labor

legislation.



� Individual disputes relating to discharge, dismissal or retrenchment can be

taken up for relief under the Industrial Disputes Act, 1947, as amended in1965.

� However, the existing labor legislation is not being implemented properly

by the industries. There is a lack of fairness on the part of the employees.

Welfare officers are also not taking their work seriously.

� In India, a Model grievance procedure was adopted by the Indian Laborconference in its 16th session held in 1958.

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