Causes of Grievances: Grievances may occur for various reasons, such as the following: a) Economic: Wage stagnation , overtime, bonus, wage revision, etc. Employees may feel that they are paid less when compared to others. b) Work Environment: When the physical conditions of the workplace are poor, tight production norms, defective tools or equipment, poor-quality materials, unfair rules, lack of recognition, etc. c) Supervision: Relates to the attitudes of the supervisor to the employee such as perceived notions of bias, favoritism, nepotism, caste affiliations, regional feelings, etc. d) Work group: Employees are unable to adjust to or connect with their colleagues; they suffer from feelings of neglect and victimization and become an object of ridicule and humiliation, etc. e) Miscellaneous: These include issues relating to certain violations regarding promotions, safety methods, transfers, disciplinary rules, fines, granting leave, medical facilities, etc. The following Table describes the classification and causes of grievances.
Classification and Causes of Grievances Classification Causes
1) Wage grievances - demand for individual wage adjustment - complaint about job classification - complaint about incentive system - miscellaneous 2) Supervision - complaint against discipline/administration - complaint against behavior of supervisor - objection to the method of supervision 3) Working conditions- safety and health - violation of rules and regulations - miscellaneous 4) Seniority and promotion - loss of seniority and transfers - calculation/interpretation of seniority - promotion - denial or delay - transfer or change of shifts 5) Discipline - discharge/dismissal/lay-offs - alcoholism, absenteeism and accidents - harshness of punishment and penalty 6) Collective bargaining - violation of contract/award/agreement - interpretation of contract/award/agreement - settlement of grievances 7) Union management- recognition of union relations - harassment of union bearers - soldiering / go-slow tactics
Effects of Grievance:
Failure to identify and redress grievances can negatively affect employees,
managers and the organisation as a whole. There may be effects on:
1) Production:
Low quality of production.
Low quality of production and productivity.
Increase in material wastage, or spoilage/leakage of machinery.
Increase in production costs per unit.
2) The employees:
Increases in absenteeism and turnover rates.
Reduction of the level of commitment, sincerity and punctuality.
Increased number of accidents.
Reduction of the level of employee morale.
3) The managers:
Strained relations between subordinate and manager.
Increases in the degree of supervision, control and follow-up.
Increases in disciplinary cases.
Increase in unrest and costs to maintain industrial peace.
Organizations have a formal grievance procedure:
Difficulties may arise at various points in the employment relationship, and
disciplinary and grievance procedures are there to ensure that these challenges are dealt with fairly and consistently. For this reason, employers need procedures that support both the employer’s and employee's perspective. Employers should follow both their own procedures and the Acas Code of Practice: Disciplinary and Grievance Procedures. This factsheet examines the two main areas where a disciplinary system may be used: capability/performance and conduct. It offers comprehensive advice for handling disciplinary interviews, providing a detailed list of key recommendations for employers as well as potential outcomes. The factsheet also looks at handling grievances informally and formally.
Concept of discipline:
There must always be a set of rules which, to quite a large extent, regulates employees’ behavior. This is a consequence of employing people but it is necessary. Originally, the word discipline was associated with study and learning, i.e., to be a disciple. Today, however, it is more associated with punishment and penalties. Discipline works in three parts:
1) The common rules which are in place and if broken can lead to disciplinary action;
2) The disciplinary procedures and external guidance on how they are best formulated;
3) Any issues that arise about operating the procedure and putting it into practice.
Disciplinary Procedure:
Operating the Disciplinary Procedure:
There are three main aims of disciplinary procedures. First of all, they are necessary to point out to employees the errors of their ways. Employees must be made to realize when there is a gap between the level of performance and behavior expected of them and their actual performance or behavior. If an employee has poor attendance, for example, it would be necessary to check and match his/her record against the company’s standards and the records of his/her colleagues. This also applies to performance levels. Any accusation must be backed up with explanations of how the performance of said employee is less than what is required. Employees have the right to question any facts put before them. If they can produce evidence that casts doubt on the claims against them, further investigation must take place. Employees must be encouraged to give explanations for their failings. Some of them may be acceptable; for example, poor attendance may be due to a severe family illness. This will show any areas where assistance can be given. The next step will be to help set the employees on the path to improvement.
Disciplinary Procedure: Disciplinary procedures are very much like grievance procedures and, as such, these procedures rely on fairness, representation and promptness.
Authorization of Penalties: By law, managers do not usually have the power to dismiss their immediate subordinates without referring the matter to more senior managers. Penalties should only be imposed by the person or persons who are authorised to do so. This usually means that more serious penalties can be imposed only by senior people in an organisation. Many companies, however, leave these decisions to the HR department.
Grievance Procedure: Resentment at the formality of the grievance procedure may be felt by managers who feel that it introduces unnecessary rigidity to working relationships. The common thought among these managers is: ‘I see my people all the time. We work side by side and they can raise with me any issue they want, at any time they want.” Employees are generally hesitant to raise with immediate superiors any issues that may be seen as contentious, and in the same way managers sometimes avoid the rebuke as a type of disciplinary penalty. This is where formality in procedures delivers structure within which employees can reasonably discuss grievances. The procedures also avoid any risk of making inconsistent or ad hoc decisions and employees know from the beginning that the matter will be heard and where it will be heard.
The main features of a grievance procedure are fairness, facilities for representation, procedural steps and promptness.
1. Fairness: This is necessary for the sake of justice, but it also ensures that the procedure remains viable. If employees think that the procedure is merely a pretence, any value it has will evaporate and other ways of dealing with grievances will have to be found. It is necessary to be even-handed when dealing with grievances as this will ensure that fairness is supported. It would also be much better for appeals to be dealt with by a joint body or taken to independent arbitration because management will then avoid being seen as the judge of its own cause. 2. Representation: This is a way of helping individual employees who are lacking in confidence or experience take on management on their own. Representatives, such as union officials, have the advantage of having dealt with a range of employee problems and are usually able to advise the aggrieved person on whether it is worth pursuing the claim. However, there is still a risk that a representative’s presence may produce a defensive attitude in management as the union official and manager may have opposing views on certain issues. The managers must therefore place the representative in the correct role for the occasion.
3. Procedural steps: It is best to limit these to just three steps. There is no value in having
more just because there are more levels in the organisational hierarchy. This will make dealing with matters even longer and also bring the procedure into disrepute. There are three steps because there are three types of management activity involved in resolving grievances. Despite this, there can actually be more than three steps, especially in organisations with a steep hierarchy where there would be higher, more senior people to whom the matter could be referred. Having more steps does not mean more processes to handle grievances; they are solely a function of the organisational structure.
a) First is the preliminary step, This is when the grievance is lodged with the immediate superior of the employee with the complaint. In a normal working week managers will have quite a few queries from members of their departments, some of which could become grievances. Often, it depends upon the manager’s reaction. The manager will either satisfy the employee or the employee will decide not to pursue the matter. There will be times, however, when the employee will decide to take the issue further. This is the preliminary step but it is also a tangible step because it is here that the manager has an opportunity to review any decisions that have caused the dissatisfaction. This then enables the employee with the grievance to withdraw any claims. It is usually rare for matters to be taken further, unless the subject of the grievance is something on which company policy is being tested.
b) If a grievance reaches the hearing stage the employee will state the grievance to a more senior manager who will be able to see things from a broader perspective than the immediate supervisor. Higher-level managers can often view matters in a more dispassionate manner and see solutions that have perhaps eluded immediate supervisors. Management should try to finalize the hearing where possible so that appeals do not follow. Other employees must not be made to see the hearing as just an annoying milestone on the way to the real decision-makers. For this reason, it is better to limit the procedural steps to three.
c) It is usually designated to a more senior manager in the case of an appeal. The
outcome of this will either be a confirmation or a modification of the decision at the hearing.
4. Promptness: This is vital when trying to avoid bitterness or frustrations born of
these delays. When an employee ‘goes into procedure’, it can be likened to pulling a communication cord on a train. The decision is not taken lightly and a quick resolution is expected. The manager whose decision is in question will also have a hard time until the matter is settled; thus, it is best to settle the matter as quickly as possible. One way to speed things up is to place time limits between each step and specify that the hearing, for example, should occur no later than four working days after the preliminary notice and the appeal no more than five working days after the hearing. This is a beneficial approach because it allows time for reflection and initiative by the manager or the employee between the steps but does not allow time for the matter to be forgotten.
Activity:
Introduction: Employees can raise and gain redress for any grievances they may have with their company through grievance procedures, which are mechanisms established to achieve this. The grievance system should be followed fairly and consistently, and it should offer employees a simple way to file complaints.
General Overview: 1. Filing a Grievance: The company should provide a simple and transparent procedure for filing a complaint. This should include details on how to file a grievance and the deadline by which it needs to be submitted. Also, this needs to offer instructions on how to file a grievance using the correct methods. 2. Grievance investigation process: Upon the filing of a grievance, the employer is required to conduct an investigation into the matter. This investigation may involve speaking with the parties to the grievance, acquiring documentation and other proof, and speaking with witnesses. The employee should have a chance to defend the accusations and present their own supporting documentation, according to the company. 3. Decision-Making Process: Based on the facts gathered and the employee's answer, the employer should decide whether to uphold the grievance. The decision should be explained to the employee in writing, along with any corrective measures that will be done. 4. Appeal Process: The company should offer a fair and open appeals mechanism for workers who want to question judgments made throughout the grievance process. The appeals procedure should also specify precisely when an appeal may be lodged, as well as guarantee that staff members have the chance to argue their case and get a fast response. 5. Maintaining Records: The company needs to keep track of all complaints, appeals, and related paperwork. This comprises any related documents, the results of each case's investigation, and records of the grievance procedure. As a result, the company can readily manage complaints and appeals and, if necessary, offer supporting documentation. 6. Reporting: To keep track of complaints and appeals, the organization has to have a reporting system in place. This system should contain data on the quantity and types of grievances and appeals, as well as the outcomes of each case and any other relevant details. 7. Follow-Up: A method for tracking down complaints should be in place within the company. This can involve sending the offended person follow-up emails or letters or scheduling regular meetings to make sure the grievance is being handled. Following up also enables the organization to determine whether the grievance has been resolved and whether any further action is required.
Conclusion: Employees should have a clear method to follow when filing a grievance according to the organization's grievance procedure. How to file a grievance and how long it should take to resolve it should be covered in this procedure. In order to help address the complaint, the organization should also grant access to a neutral mediator. By doing this, the complaint may not develop into a more serious disagreement. The company should launch a comprehensive investigation if the complaint is severe to make sure that any issues are resolved. This should involve gathering statements from the petitioner and any witnesses, as well as evaluating any relevant records. After the inquiry is over, the company should take whatever actions are required to settle the complaint. This might involve disciplinary action or modifications to work methods or protocols. When the grievance has been handled, the employer should check in to make sure the problem has been fixed and that the employee is satisfied with the final judgment.
Student Statement:
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