Grievance in industry

Many factors prevail in industry which make a worker unhappy or dejected( Fellow workers) A well defined grievance procedure is an important element of a sound industrial relations machinery Prompt and effective disposal of workers is the key to industrial peace

Definition
According to Michael J. Jucius, the term grievance means any discontent or dissatisfaction, 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, or inequitable.

Keith Davis has defined grievance as any real or imagined feeling of personal injustice which an employee has concerning his employment relationship.

Factors causing grievance

Violation of managements responsibility such as poor working conditions Violation of companys rules and practices Violation of collective bargaining agreement Violation of labor laws Violation of natural rules of justice such as unfair treatment in promotion

Essentials of a grievance in an organization

The discontentment arises out of something connected with the organization A grievance may be expressed or implied The discontent may be rational or irrational

Sources of Grievances
The sources can be divided into three heads: 1. Grievances resulting from Management Policies 2. Grievances resulting from Working Conditions 3. Grievances resulting from personal factors

1. Grievances resulting from Management Policies Wage rates or scale of pay Overtime Leave Transfer-improper matching of worker with the job

(Contd)
Seniority, promotion and discharges Lack of career planning and employee development plan Lack of role clarity Lack of regard for collective agreement Hostility towards a labor union Autocratic leadership style of supervisors

2. Grievance resulting from working conditions Unrealistic work timings Non-availability of proper tools, machines and equipment for doing the job Tight production standards Bad physical conditions of workplace Poor relationship with the supervisor Negative approach to discipline

3. Grievances resulting from personal factors Narrow attitude Over ambition Egoistic personality

Methods of identifying grievances

1. 2. 3. 4. Directive Observation Grip Boxes Open Door policy Exit Interview

Directive Observation
A good manager should be a good observer Knowledge of human behavior is requisite quality of every good manager From the changed behavior of employees, he should be able to sense the grievances and their causes Apart from the normal routine, periodic interviews with the employees, group meetings and collective bargaining are the specific occasions where direct observation can help in unfolding the grievances

Grip Boxes
Boxes like suggestion boxes and complaint boxes are placed at easily accessible spots The employees can file anonymous complaints about their dissatisfaction It gives a fearless, free and fair views

Open door policy

Open door policy demands that the employees, even at the lowest rank, should have easy access to the chief executive to get his grievances redressed

Exit Interview
Higher employee turnover is a problem of every organization. Employees leave the organization either due to dissatisfaction or for better prospects Exit interview is an effective tool to know the reasons for dissatisfaction Properly conducted exit interviews can provide significant information about the strengths and weaknesses of the organization and can pave way for further improving the management policies for its labor force

Essentials of a Good Grievance Procedure

Effective grievance procedure in the organization Flexible procedure Simple

Principles to be observed while laying down a grievance procedure

A grievance should be dealt with in the first instance at the lowest level It must be made clear to the employee what line of appeal is ; he should be able to contact the next line of superior in case he is dissatisfied Grievances should be dealt with speedily The grievance procedure should be set up with the participation of the employees and it should be applicable to everyone in the organization

Grievance Procedure

A grievance is the embryo of more serious trouble to come because accumulation of minor grievances may lead to major explosions

Grievance Procedure( Contd)

Since prompt and effective handling of grievances is the key to industrial peace, it calls for a systematic procedure of handling grievances for the just and speedy disposal of grievances. The grievance procedures for redressing the grievances of employees can be classified categories: Open Door Policy Step- Ladder Procedure

Open Door Policy

The employees are free to meet the top executives of the organization and get their grievances redressed

Suitability: Effective in a small organization

Limitations: Not suitable for a large organization where the top executives are too busy in other matters It makes the lower level and the middle level executives feel bypassed which complicates the human relations problem Top Management is not too familiar with the working conditions of the operative employees Employees may hesitate to go to top executives with their grievances

Step-ladder Procedure
The aggrieved employee has to proceed step by step in getting his grievance heard and redressed. He moves from one level to the other if he is not satisfied in the process

Diagrammatic presentation of the Step-ladder grievance procedure

Step 1: Filing of Written Grievance Step 2: Address to the supervisor or foreman

Step 3: Address to the HOD

Step 4: Address to the Joint Grievance Committee

Step 5: Address to the Chief Executive

Last Step: Voluntary Arbitration