MODULE - IVGRIEVANCE PROCEDURE

DEFINITIONS

According to Beach, “any dissatisfaction or feeling of injustice in connection with one’s employment situation that is brought to the notice of the management.”

According to Flippo, “the grievance as a type of discontent which must always be expressed. A grievance is usually more formal in character than a complaint. It can be valid or ridiculous, and must grow out of something connected with company operations or policy. It must involve an interpretation or application of the provisions of the labour contract.”

NEED FOR GRIEVANCE PROCEDURE

It disturb the employeesPersonality ConflictsReach the Higher Management

It acts as a pressure valve

CAUSES OF GRIEVANCES

Demands for individual wage adjustments;

Complaints about the incentive system; Complaints about the job classifications; Complaints against a particular foreman; Complaints concerning disciplinary

measures and procedures; Objections to the general methods of

supervision; Economic Work environment Supervision Work Group Miscellaneous

PRE-REQUISITES FOR GRIEVANCE PROCEDURE

Conformity with Prevailing Legislation

Clarity SimplicityPromptness TrainingFollow-up

APPROACHES TO GRIEVANCE MACHINERY

Try to avoid problems Be a good listener Have patience Avoid personal consideration Remember that you and the employee

will have to work together Do not get upset or resort to threats Appeal to the management’s interest Settle each grievance on its merit Remember that the management too

has its rights Keep the aggrieved worker constantly Permit the employee to correct his

mistake

DEFINITION

According to Dessler, “discipline is a procedure that corrects or punishes a subordinate because a rule of procedure has been violated.”

According to Rue and Byars, “discipline should be viewed as a condition within an organisation whereby employees know what is expected of them in terms of the organisation’s rules, standards and policies and what the consequences are of infractions.”

ELEMENTS OF DISCIPLINE

The objective is orderly behaviour.Orderly behaviour is a group

desireOrderly behaviour assists the

attainment of organisational goalsself-disciplinePunitive actions are needed to

correct them.

OBJECTIVES OF DISCIPLINARY ACTION

To enforce rules and regulations. To punish the offender. To serve as an example for others to

strictly follow rules. To ensure the smooth running of the

organisation. To increase working efficiency. To improve working relations and

tolerance. To develop a working culture this

improves performance.

ESSENTIALS OF DISCIPLINE SYSTEM

Rules and performance criteriaDocumentation of the facts.Consistent response to rule

violations.Training of supervisors.Prompt action. Impersonal discipline.Reasonable penalty.Follow up.

DISCIPLINARY AUTHORITY

Disciplinary authority;Appellate authority; andReviewing authority.Preliminary enquiry,Framing and serving of charge-sheet,Holding of domestic enquiry,Report of the enquiry officer,Consideration of the report of the

enquiry officer by disciplinary authority,

Order of punishment and its communication, and

Appeal.

JUDICIARY APPROACH TO DISCIPLINE

The industrial employment (Standing orders) act was passed in 1946 with a view to improve the industrial relations climate. The act requires that all establishments

must define the service rules and prepare standing orders.

The term standing orders refers to the rules and regulations which govern the conditions of employment of workers.

They indicate the duties and responsibilities on the part of both the employer and employees.

Any violation or infringement of the following terms and conditions may lead to misconduct and discipline.

ESSENTIALS OF GOOD DISCIPLINE SYSTEM

Rules and performance criteria Documentation of the facts. Consistent response to rule violations. Training of supervisors. Prompt action. Impersonal discipline. Reasonable penalty. Follow up.

CONFLICT

Conflict is an expression of hostility, negative attitude, rivalry, disagreement, incompatibility, incongruence etc.

It is manifested in a fight, a collusion, a struggle, a contest, an opposition, a mental strife, an agony etc.

Further, it is manifested in shouting, insulting, cursing, humiliating, making accusations, sulking, shedding tears, withdrawal, physical violence, avoidance, taking revenge, back-stabbing etc.

REASONS FOR CONFLICT

Internal boundaries External boundaries Territorial boundaries Material / Goods resources Weak / Poor management Leadership Style Economic causes Social causes Political causes Technical cau Psychological causes Market causes Legal causes

NATURE OF CONFLICT Non-cooperation Arguments and quarrelsome behaviour – indiscipline. Hostility and irritations. Stress, strain and anxiety. Unwillingness to negotiate or participate in

discussions Resentment or withdrawal Absenteeism, alcoholism or high incidence of

accidents. ‘work to rule’ or ‘go slow’ tactics Demonstrations Strikes. Conflict / Dispute caused by Management A few causes are

Lay-off Lock-out Termination.

TYPES OF INDUSTRIAL CONFLICT

Perceived conflicts Latent Conflict Manifest conflict Line and Staff Conflict Organised and unorganised conflict Levels of conflict