Grievance Handling 01

GRIEVANCES AND GRIEVANCE HANDLING
1. Grievances or conflicting thoughts are part of

industrial / corporate life.
2. It is essential to bring this conflict to the

surface.
3. All conflicts cannot be eliminated but their

exposure will contribute towards their reduction.
4. Such exposures lead to adjustments and further

improved organizational effectiveness.
GRIEVANCES AND GRIEVANCE HANDLING

1.Grievance procedure
2. Direct observation
3. Suggestion boxes
4. Personal counselor
5. Exit interviews
6. Miscellaneous channels
2. METHODS OF BRINGING CONFLICT TO

SURFACE
(A) Dissatisfaction is any state or feeling of
discontent
(B) Dissatisfaction orally made known by one

employee to another is a complaint.
(C) A complaint becomes a grievance when brought

to the notice of the management.
GREIVANCE ?
According to Fillipo, “The term would include any
discontent and dissatisfaction that affects organizational
performance. It can either stated or unvoiced, written or
oral, legitimate or ridiculous.
(a) A complaint is a discontent that has not assumed

importance.
(b) A complaint becomes grievance when the employee

feels that injustice has been committed.
GREIVANCE ?
(i) It may be unvoiced or expressly stated.

(ii) It may be written or oral
(iii) It may be valid, legitimate or untrue or false.
(iv) It may relate to the organizational work.
(v) An employee may feel an injustice has been
done.
(vi) It may affect the performance or work.
Grievances generally give rise to unhappiness,
frustration, indifference, discontent, poor morale,
and poor efficiency THAT IS CHANGE IN ATTITUDE,
PERCEPTION AND BEHAVIOR.
CHARACTERISTICS OF GRIEVANCES
(a) Visible grievances
(b) Hidden grievances
An employee may feel that there has been an

infringement of his rights.
Grievances exist in the minds of individuals.
Grievances may be concerning employment,

working conditions, change of service conditions,
biased approach, non-application of principle of
natural justice, work loads and work norms.
TYPES OF GREIVANCE
1. Economic
 Salary & Compensation.
 Request for Loan / Financial Assitance.
 Change In Grade.
CAUSES for Grievance
Supervision
Relates to the attitude of the supervisor towards the

employee such as perceived notions of bias, regional &
ethnic feelings, recognition, Harassment etc.
4. Work Group
Employee is unable to adjust with his colleagues, suffers

from feelings of neglect, victimization and becomes an object
of ridicule and humiliation etc.
5. Miscellaneous
- Issues relating to certain violations in respect of

promotions Safety methods
- Transfer
- Disciplinary Action
- Work Life Balance & Work Load.
- Granting leaves
- Over stay after the expiry of leaves
- Medical facilities etc.
CAUSES for Grievance
(i) Identification and analysis of grievances, nature

nod causes.
(ii) Helps at formulating and implementing the

policies and programmes.
(iii) It is problem solving, dispute-settling

mechanism.
(iv) Strengthen good corporate relationship.
(v) It detects the flaws in working conditions and

helps to take corrective measures.
NEED FOR GRIEVANCE PROCEDURE
vi) Build good morale, maintains code of discipline.
(vii) Brings uniformity in handling grievances.
(viii) It develops faith of employees.
(ix) Reduces personality conflicts.
(x) It acts as a pressure valve.
(xi) Provides judicial protection to the employees.
(xii) Provides avenues to present the problems.
NEED FOR GRIEVANCE PROCEDURE

Enables the parties to resolve differences in
peaceful, orderly and expeditious manner.
Enables the parties to investigate and discuss the

problem
(i) Open-door policy
(ii) Step ladder type
(iii) Grievance handling ( HR Manager)
GRIEVANCE REDRESSAL SYSTEM

1. Existence of sound channel.
2. The procedure should be simple, definite and
prompt.
3. It should be clearly defined.
4. Helpful attitude of management.
5. Fact-oriented system.
6. Respect for decisions.
7. Adequate publicity.
8. Periodic Review.
BASIC ELEMENT OF GRIEVANCE

PROCEDURE
1. Receive and define the nature of dissatisfaction.
(a) Manner and attitude when complaint is

received
(b) Assessment must be made that the complaint is
presented fairly.
(c) Statement and issues must not be pre-judged.
(d) Proper time and attention is given.
STEPS IN HANDLING GRIEVANCES

2. Get the facts
(a) Facts be separated from impressions and
opinions.
(b) Consult the policies.
(c) Consult the records.
3. Analyze and decide.
4. Apply the answer.
5. Follow-up
STEPS IN HANDLING GRIEVANCES
Warning or censure.
- Making an adverse remark in the service records.
- Suspension from service without wages for a period not
exceeding 7 days.
- Stoppage of annual increment up to 2 years with or
without cumulative effect.
- Demotion or reversion to the lower grade, post or scale
with Reduced pay as per that lower grade, post or scale.
- Discharge or dismissal.
What are the Punishments?

Grievance Frame Work
1. Investigate and handle each case carefully
2. Talk to the employee.
3. Enforce the time limit.
4. Visit the work area or place of grievance.
5. Determine witnesses.
6. Examine records.
7. Examine witnesses.
DO’S IN HANDLING GRIEVANCES

8. Evaluate grievance.
9. Permit full hearing.
10. Identify the relief an employee is expecting.
11. Command the respect of all.
12. All discussions privately.
13. Keep superiors informed.
14. Ensure proper productivity.
15. Stick to labor agreements.

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GRIEVANCES AND GRIEVANCE HANDLING

1. Grievances or conflicting thoughts are part of

2. It is essential to bring this conflict to the

3. All conflicts cannot be eliminated but their

4. Such exposures lead to adjustments and further

GRIEVANCES AND GRIEVANCE HANDLING

2. METHODS OF BRINGING CONFLICT TO

(B) Dissatisfaction orally made known by one

(C) A complaint becomes a grievance when brought

(a) A complaint is a discontent that has not assumed

(b) A complaint becomes grievance when the employee

(i) It may be unvoiced or expressly stated.

An employee may feel that there has been an

Grievances exist in the minds of individuals.

Grievances may be concerning employment,

CAUSES for Grievance

Relates to the attitude of the supervisor towards the

Employee is unable to adjust with his colleagues, suffers

- Issues relating to certain violations in respect of

CAUSES for Grievance

(i) Identification and analysis of grievances, nature

(ii) Helps at formulating and implementing the

(iii) It is problem solving, dispute-settling

(iv) Strengthen good corporate relationship.

(v) It detects the flaws in working conditions and

(vii) Brings uniformity in handling grievances.

(viii) It develops faith of employees.

(ix) Reduces personality conflicts.

(x) It acts as a pressure valve.

(xi) Provides judicial protection to the employees.

(xii) Provides avenues to present the problems.

NEED FOR GRIEVANCE PROCEDURE

Enables the parties to investigate and discuss the

GRIEVANCE REDRESSAL SYSTEM

BASIC ELEMENT OF GRIEVANCE

(a) Manner and attitude when complaint is

STEPS IN HANDLING GRIEVANCES

What are the Punishments?

2. Talk to the employee.

3. Enforce the time limit.

4. Visit the work area or place of grievance.

DO’S IN HANDLING GRIEVANCES

9. Permit full hearing.

10. Identify the relief an employee is expecting.

11. Command the respect of all.

12. All discussions privately.

13. Keep superiors informed.

14. Ensure proper productivity.

15. Stick to labor agreements.

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